HomeMy WebLinkAbout2023-08-14 (Special) Meeting Agenda Packet
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1000 Englewood Pkwy - Council Chambers
Englewood, CO 80110
AGENDA
City Council Special Meeting
Monday, August 14, 2023 ♦ 6:00 PM
Council Dinner will be available at 5:30 p.m.
To view the meeting, please follow this link to our YouTube live stream link: YouTube
I. Call to Order
II. Pledge of Allegiance
III. Roll Call
IV. Appointment of New City Council Member
a. At Large Council Member Vacancy Appointment
b. Swearing in of the newly appointed City Council Member by the Honorable Judge Joe
Jefferson.
V. Study Session Topic
a. Budget Advisory Committee Members will be present to provide information and seek
direction for Annual Report topics.
Information
Presentation: 15 minutes
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b. Director of Public Works Victor Rachael, Deputy Director of Public Works -
Engineering Tim Hoos, and Concrete Utility and Street Maintenance Manager Phil
Neal will be present to discuss the 2022-2023 Snow Season Recap and Snow Plan
Overview.
Information and Direction
Presentation: 15 minutes
Discussion: 15 minutes
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c. Break - 7:20 p.m. - 7:30 p.m.
d. Director of Public Works Victor Racheal, Director of Utilities and South Platte Renew
Pieter Van Ry, and Director of Community Development Brad Power will be present to
discuss Development and Infrastructure.
Presentation: 30 minutes
Discussion: 30 minutes
vd
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Englewood City Council Special Meeting Agenda
August 14, 2023
Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood
(303-762-2405) at least 48 hours in advance of when services are needed.
e. Director of Finance Jackie Loh will be present to discuss Draft Proposed 2024
Operating & Capital Budget.
Presentation and Discussion: 90 minutes
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VI. Executive Session
a. Executive Session for discussion of a personnel matter under C.R.S. Section 24-6-
402(4)(f)(I) for the purpose of annual employment reviews of City Attorney and City
Manager.
VII. Reports from Board and Commission Council Liaisons
VIII. Council Member’s Choice
IX. City Manager’s Choice
X. Adjournment
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STUDY SESSION
TO: Mayor and Council
FROM: Bill Lesage
DEPARTMENT: Finance
DATE: August 14, 2023
SUBJECT: Review Budget Advisory Committee Annual Report
DESCRIPTION:
Provide information and seek direction for Annual Report topics
RECOMMENDATION:
Chair Bill Lesage, Vice Chair Peter Eckel and members of the Budget Advisory Committee
(BAC) are present to review the 2023 Budget Advisory Committee Annual Report. During the
discussion, the BAC welcomes comments, questions and further City Council direction for the
2024 Annual Report.
SUMMARY:
The Budget Advisory Committee was established in 2013 by Ordinance No. 16, Series 2013.
Provided below are a few excerpts from the Englewood Municipal Code Title 2-Boards and
Commission Chapter 14-Budget Advisory Committee highlighting the BAC's purpose and
powers and duties.
2-14-1: - Purpose.
The Budget Advisory Committee (BAC) is established by Council and the City Manager to
advise the City on the development, implementation, and evaluation of the annual City
Budget. Participation in Budget Advisory Committee is an opportunity not only to advise
on the prioritization of how City tax dollars are spent, but also to advise policymakers in
their decision-making process in an open and transparent process.
2-14-5: - Powers and Duties.
The Budget Advisory Committee shall have the following powers and duties.
E. The Budget Advisory Committee may submit annually to the City Manager, not less
than ninety (90) days prior to the submission of the budget, a list of recommended capital
improvements, arranged in order of preference, which in the opinion of the Committee,
are necessary or desirable to be constructed during the forthcoming five-year period.
F. Once the budgets have been reviewed and have incorporated requests for new
programs and/or personnel authorized by the City Manager, the Budget Advisory
Committee shall submit a written report of its findings and recommendations (BAC
Report) at least annually.
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G. In addition to those reports set forth in subsection F above, the Budget Advisory
Committee may, as deemed necessary by the BAC, submit to the City Council a short
report detailing specific issues reviewed by the BAC.
Over the past year, the BAC has met with each of the city departments under a new format.
Department budget presentations focused on how their programs and services impact the city's
goals and how those goals linked to the city's following outcomes/results:
• Neighborhoods - Vibrant engaged, and connected neighborhoods as part of the
Englewood community
• Local Economy - A city that that retains and supporting existing businesses while
attracting and promoting new business ventures
• Infrastructure and Transportation -
• Sustainability - A city that stewards its resources for the benefit of current and future
generations
• Safety - A city that protects and serves the community and its people with
professionalism and responsiveness
• Community Wellbeing - A city that provides satisfying opportunities for the vitality,
enrichment, welfare, and happiness of the community
• Governance - A city government that serves the community by being efficient, effective,
accountable, and adaptable
Although the department presentations were grouped by their influence on the seven city
outcomes/results, the content contained the following sections:
• Outcome Overview
• Department Overview
• Major 2022 Accomplishments
• 2021 Funds Returned to Fund Balance
• Challenges Faced
• Top Three Capital Priorities
The BAC also fulfilled its relatively new added duty pertaining to capital projects view by
submitting it's second recommendation for capital projects to be included in the city's 2024
Capital Improvement Plan (CIP).
COUNCIL ACTION REQUESTED:
City Council is asked to provide feedback regarding the annual report and provide topics for the
BAC to research for the 2024 annual report.
FINANCIAL IMPLICATIONS:
N/A
CONNECTION TO STRATEGIC PLAN:
The Budget Advisory Committee Annual Report ties directly or indirectly to the following city
outcomes/results: Neighborhood, Economy, Infrastructure and Transportation, Sustainability,
Safety, Community Wellbeing and Governance
ATTACHMENTS:
Budget Advisory Committee 2023 Annual Report
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City of Englewood, Colorado
Budget Advisory Committee
2023 Annual Report
Submitted on August 7, 2023
Committee Members:
Bill Lesage, Chair
Josh Newel, Vice Chair
Suzanne Dircksen
James Horan
Peter Eckel
Jay Knight
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Introduction
The past year has fortunately been a period of stability for the Budget Advisory Committee
(BAC). One member, Minkyu Jeon, departed the Committee in spring of 2023 and a new
member, Jay Knight, joined the Committee in the summer of 2023. The Committee is extremely
grateful for Jeon’s service as a volunteer on the BAC and for the City of Englewood and likewise
welcomes Knight to membership on the BAC going forward. The committee elected to retain
Bill Lesage as Chair, and elected, Peter Eckel, in the role of Vice Chair.
In 2022, for the first time, the BAC engaged in the capital improvement project (CIP) planning
process, including the first ever Committee recommendations for 2023 Capital Projects. The
BAC was pleased to once again engage in this process this year for projects planned for the
2024 fiscal year. Due to the timing of City Council’s consideration and approval of capital
improvement preceding the issuance of this report, the contents of this report will not reference
the Committee’s recommendations as a part of that process, but may reference them as part of
its overall budget priorities.
In the interest of providing continuity with the Committee’s recommendations to City Council,
last year’s report included a focus on the following:
● Recruitment and Retention
● Capital Projects Process and associated Return on Investment (ROI)
● Community Outreach and Engagement
● Support for Grant Writing
● Public Safety and Police Funding
● Potential Parks and Recreation Bond Issuance
This year’s report retains focus on some of these areas while also highlighting new areas of
focus. The Committee encourages continued and sustained progress in areas identified last
year while also focusing on these new areas. As will be outlined in this year’s report, the BAC
focused on the following priority areas for the upcoming fiscal year:
● Discussion of Debt Funding and Bond Measures – to include Sales and Use Tax and/or
Mill Levies
● Expanded and Improved Engagement/Partnership with the BAC to include possible
discussion/review of the following:
○ Project Updates
○ Housing Affordability
○ Downtown Redevelopment
○ Future Bond Issuance
○ Energy Usage Audit
○ Consideration of Sales and Use Tax Increase
○ Consideration of Drawdown from Reserves
○ Progress with the City Diversity, Equity and Inclusivity (DEI) Initiative
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● Maintaining the City of Englewood as an Employer of Choice
In compiling this report, the BAC greatly appreciates the opportunity to have met over the past
year with the following city departments: Administration; the Office of the City Attorney;
Information Technology (IT); Human Resources (HR); Finance; Parks, Recreation and Golf;
Englewood Library; Community Development; Communications; Englewood Police Department;
Englewood Municipal Court; Public Works and Utilities.
Funding: Debt and Alternatives
In considering debt and alternative funding, the City has a few options including bonds funded
through property taxes, issuing municipal bonds, mixed revenue sources including sales and
use tax, reserve policy funding or place debt through private bank lending. All options provide
benefits while also carrying drawbacks. For example, the existing recreation bonds were issued
after voter approval in 2001 and were used for expansion of and improvements to Englewood
Recreation Center and the Malley Recreation Center and for construction of the Pirates Cove
Aquatic Center. These will expire at the end of 2023 when voters may have to approve a
property tax mill levy increase following a reassessment year in Colorado. The property tax
increase, should voters approve, would come at a time when taxes are increasing substantially
for property owners.
The Parks and Recreation citizen survey performed this year provided feedback on the bond
proposal with several responses that show voter opinion around property tax levies to fund
projects. The survey found that 70% of those surveyed were extremely likely to vote in a local
bond measure for the proposed improvements. However, many are concerned with the overall
proposed amount, some commented about reducing and scaling back the total proposal and
many indicated the impact on property taxes was already burdensome given the recent
Colorado property tax reassessment. The recent reassessment increased property values
substantially following the rise in residential property values due to Covid impacts as many
remained home and interest rates stayed low spurring high prices in the real estate market. This
funding could come from other sources of city revenue than a property tax mill levy increase
given the recent property tax reassessments.
Another funding option would be to issue municipal bonds. Municipal bond issuance and
investment has grown in recent years as investors seek low risk returns and defaults along with
favorable tax treatment when investing in municipal bonds. Currently, there are over 60,000
municipal bond issuers across the country which provides investors diverse investment options
and would provide the City with a wide investor base. The issuance of municipal bonds would
come either through competitive sales or an underwriting syndicate. The competitive sales
option would provide set terms of a municipal bond sale with pledged revenue sources for
repayment accepting bids from underwriters in an auction. This process would improve access
to the market by encouraging competitive sale through bids from multiple underwriters.
Otherwise, a negotiated sale could be achieved through an underwriting syndicate at a
negotiated term of sale and the bond could be issued to municipal bond investors. The
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municipal bond issuance process may benefit from a municipal advisor to assist in the process.
Issuing municipal bonds in the current rising interest rate environment may not be favorable
however investor appetite is strong for municipal bonds and this may provide the City with a
strong funding option.
An alternative source of funding could come from mixed revenue sources including the recent
voter approved sales and use tax increase and revenue debt as opposed to levying a large
property tax increase above the expiring bond. Also, a general obligation bond could combine
both a property tax levy, sales and use tax contribution and include other revenue generating
sources within the parks and recreation district reducing the increase on property taxes.
However, the recent sales and use tax increase does not allow the City to issue debt against the
sales and use tax levy which may be restrictive along with the limited sales and use tax revenue
of just $2.936 million.
Reserve policy funding could also be considered and structured around not only the total fund
balance but also be allocated for the purpose of funding large City projects. This may or may
not be appropriate for certain projects however can be included in fund planning and help to
alleviate the potential for bond fatigue.
Long-term debt funding through private bank lending is an option for the City however, the cost
of private debt placement in a high interest rate environment may not be in the City’s best
interest and would need to meet underwriting requirements. Most bank lending to states and
local governments is done via term loans but also includes credit lines and to a lesser extent
leases. This debt is heavily collateralized, has high contractual priority and contains additional
guarantees. Most term loans are secured with banks having first-lien priority on the assets
secured. Bank loans are typically short with just 7-8 years for term loans which is unfavorable
when compared to longer term public bonds. It should be noted that private debt placement for
municipalities has quadrupled since 2016 for state and local governments.
Ultimately, the funding of major City projects should consider both the immediate and long-term
impacts to the community, citizens and the City as funding could come through property tax
levies, municipal bond issuance, sales and use tax with mixed revenue sources and/or going to
the private lending market for term debt.
Expanded and Improved Partnerships
The Committee has welcomed new responsibilities over the past few years. Namely, the
involvement within the Capital Project prioritization and the upcoming engagement in reviewing
the impact of the ballot measures passed in 2022. The Committee would like to continue this
momentum and partner with Council and Staff to have a deeper understanding of certain
initiatives and the impact they are having to the budget as they move forward or conversely if
the decision is made to delay or cancel the initiative. Initiatives in which the Committee would
like to review in more detail include City Center redevelopment, DEAI adoption, accessibility to
rights of way and public spaces, future bond issuance, and the energy audit. We feel this can be
accomplished by requesting summative information from staff prior to their departmental
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reviews and potentially brief checkpoints with the City Manager and Deputy City manager during
the regular meeting cadences. The summative information would include the metrics and
standards that are being tracked as a part of determining if the project is successful or meeting
the expected ROI, be it financial or impact based. For example, reviewing metrics such as how
often the Neighborhood Engagement Trailer and Backyard Movie Kit are being reserved by
residents.
We ask Council to recommend focus areas that they would like to see the BAC involved in for
the 2024 budget season. For example, a review in the policy for using reserve funds has been
mentioned recently as an area where BAC could be leveraged to provide input.
From an internal perspective the Committee plans to look at how to set processes and
potentially templates in best managing and working with Council and Staff to be most efficient
when requesting information or being requested of information. We hope this not only benefits
our current Committee but can assist future Committee members.
Employer of Choice
In recent years, department directors reported challenges with staff recruitment and retention
and the impact of vacancies on employee satisfaction and city operations. This last year, the
BAC is pleased to see a lesser degree of turnover and vacancy strains - an indication the City is
emerging out of the “Great Resignation”.
While this trend may be visible nationwide, it is the BAC’s belief that this shift is correlated to
City’s focus on becoming an “Employer of Choice”.
For the FY24 budget, the BAC recommends that Council and directors continue to explore
opportunities and favor policies that 1) define Englewood as an “Employer of Choice” in the
Greater Denver Metropolitan area and the public administration job market, and 2) yield a
positive return on investment to the City’s budget.
Inherently, some benefits are designed in such a way that higher earning employees may have
more opportunity to participate in a benefit than lower earning employees. As a part of defining
Englewood as Employer of Choice, we encourage the city to ensure they are reviewing data on
the satisfaction and usage of benefits offered, ensuring all employees have an opportunity to
utilize benefits they are offered and are more likely to rate the city as an Employer of Choice.
Recognition
The Budget Advisory Committee (BAC) acknowledges and appreciates the City Council and
City’s department directors for preserving funds for projects and initiatives that foster civic
engagement, community wellbeing and advancement of Englewood as a strong community:
● Continuing grants for small businesses and citizens: e.g. Get To Know Your Neighbor,
neighborhood improvement initiatives, small business grants, Storm Assistance Grants
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● Sustaining board, commission and committee involvement in the capital improvement
project (CIP) budgeting process. The Committee would like to acknowledge that the
process for making CIP prioritization recommendations was improved over the previous
year (which was the first year the Committee offered recommendations).
● Ongoing engagement and support of the Committee by both Mayor Pro Tem, Steve
Ward, and City Council Member at Large, Rita Russell.
● Extensive participation, technical assistance and professional support by Shawn Lewis,
City Manager, Tim Dodd, Deputy City Manager, Jackie Loh, Director of Finance, and
Jennifer Nolan, Budget Administrator, in Committee activities throughout the year.
● Department Directors of City of Englewood – the Committee noted that many of the
Department Directors expressed increased optimism in a number of areas, especially
staff recruitment and retention. Likewise, throughout the year the Committee was
impressed with the Directors’ commitment to collaboration and the dedication of these
leaders, not only to their departments, but also in benefiting the City of Englewood and
its citizens.
Conclusion
The Committee commends City leadership and City Council for their ongoing diligence and
prudence in managing the City budget with limited resources. Having continued insight into the
capital improvement project planning process allowed the BAC to remain more engaged in the
budgeting process, and the Committee appreciates both the City Manager’s office and City
Council for inviting the Committee to further advise in this capacity. In summarizing areas of
focus from Committee meetings over the past year, the BAC recommends the City Council
consider prioritizing the following areas for the upcoming fiscal year:
● Continue to focus on improved partnership and engagement with the Committee, both in
existing areas as well as potential new areas (see below for the latter).
● Provide information to the Committee concerning the total cost of proposed projects (i.e.
“pricing projects to completion”)
● Provide data as a regular segment of presentations to the Committee related to the
metrics (outcomes and/or outputs) used to measure the success of approved and
ongoing projects.
● Consider presenting more limited and scalable options to the Committee as alternatives
to the comprehensive plan presented this past year for improving or rebuilding city
parks. This will be impactful in the Committee’s consideration of capital improvement
projects and may be of particular support to the City in light of significant property tax
increases taking place in advance of a potential ballot measure in 2024. Consideration
should also be given to funding mechanisms, including sales and use taxes, mill levies
or general obligation (GO) bonds.
● Offer suggestions to the Committee around areas for spending/project review that would
be of support to the Council Members over the coming year.
● Retain focus on continued and sustained progress in priority areas identified in the
previous year’s report.
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The BAC appreciates the opportunity to offer advice and recommendations to the City Council
and the Committee looks forward to presenting this report at the August 14, 2023 Meeting of the
Englewood City Council.
Respectfully submitted on behalf of the Budget Advisory Committee on August 7, 2023.
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STUDY SESSION
TO: Mayor and Council
FROM: Phil Neal, Tim Hoos, Victor Rachael
DEPARTMENT: Public Works
DATE: August 14, 2023
SUBJECT: 2022-2023 Snow Season Recap and Snow Plan Overview
DESCRIPTION:
A review of the 2022-2023 snow season and the City's existing snow plan
RECOMMENDATION:
Staff recommends that Council review information on the City's past response to snow events
and provide feedback to assist in the development of the snow plan for the 2023-2024 snow
season.
PREVIOUS COUNCIL ACTION:
Staff reviewed the Snow and Ice Removal Policy with City Council on October 11, 2021.
SUMMARY:
Staff will review the current snow and ice removal policy, propose revisions and
enhancements to the policy for City Council consideration with a principal policy
objective of providing for the safe and efficient flow of traffic within the City and
maintained access for emergency response. The snow and ice program focuses on
three goals: (1) safety; (2) mobility; and (3) efficiency. Public Works is proposing that
Council review plans for the 2023-2024 snow season and provide feedback on possible
changes to the plan.
ANALYSIS:
Snow and Ice Removal Policy
The City of Englewood developed a Snow and ice Removal Policy (attached) for the
safe and efficient flow of traffic and maintaining access for emergency response during
periods of inclement weather. The policy includes criteria for making decisions relati ve
to the City's response to snow and ice removal:
• Level of service- The time and effort required to remove snow and ice from City
streets depends on a variety of priorities such as the snow storm intensity and
accumulation; anticipated snow storm duration; type of snow; ambient air and
pavement surface temperatures; high winds and drifting conditions; traffic
conditions; and time of day
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Snowplow districts
Four snowplow districts have been established in accordance with available staff and
equipment resources. Streets are cleared in each district in the following order of
priority:
• Primary Streets - Primary streets that are considered main thoroughfares, as well
as roadways adjacent to schools and hospitals. Primary streets are plowed to full
lane width during the storm. Only under certain severe conditions, and after the
snow has stopped, will snow be hauled away from curb to curb on these streets
as necessary.
• Residential Streets - Residential streets will not be plowed or de-iced unless they
have steep hills or chronic icing problems. When snow events with
accumulations above 8 inches occur, crews will "v" plow the centers of all
residential streets to create a passable lane once the storm has subsided.
• Alleys - The City does not plow snow in alleys. Alleys are too narrow to allow for
plowing or placement of plowed snow.
Storm Classifications
Snow events are categorized using a storm level scale based on reports from the field
as to the severity of conditions, as well as other methods, including forecasts, satellite
images and past experience. The storm classifications are defined below:
• Class 1 Storm - A storm predicted to last for less than 12 hours with
anticipated snow accumulations of 4 inches or less. Under this storm
classification, crews will plow and treat all primary streets with ice melt
material. The effort and resources expended shall vary depending on
accumulation and drifting conditions. Crews will treat all approaches to
intersections and will attempt to clear snow and ice from all travel lanes of
primary streets.
• Class 2 Storm - A storm predicted to last for more than 12 hours with
anticipated snow accumulations between 4 and 8 inches. Under this storm
classification, crews will concentrate on removing snow and ice from primary
streets and applying de-icing material. The effort and resources expended
shall vary depending on accumulation and drifting conditions. After the storm
event has subsided, or when sufficient clearing of the primary streets has
occurred, crews will plow and de-ice residential streets with known areas of
icing problems within 24 to 48 hours.
• Class 3 Storm - A storm predicted to be extreme with snow accumulations on
road surfaces at depths greater than eight (8) inches, accompanied by
strong or gusting winds that create drifting and expected to last 24 hours or
more. Under this storm classification, snowfall may be so heavy that only
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primary streets can be maintained in a serviceable condition until the storm
subsides. After sufficient clearing of primary streets, crews will plow and de-
ice all residential streets within 24 to 48 hours.
Effective snow and ice control is necessary for routine travel and the provision of
emergency services. The City's Snow and Ice Removal Policy provides such control
in a safe and cost-effective manner while keeping in mind safety, budget,
personnel, and environmental concerns. The goal is to keep streets within the City
passable during adverse weather conditions and in reasonably safe condition.
This does not mean bare, dry pavement should be expected on streets immediately
after every snowstorm. The aim of snow and ice control operations is to return most
road surfaces to safe winter driving conditions as soon as feasible within the
limitations of this policy, the City's limited resources, and weather conditions.
Flexibility is needed to adapt to the variety of circumstances and conditions during
all snow events.
The City’s snowplow team is staffed by eight Streets Equipment Operators and two
Stormwater Equipment Operators. Four plow trucks run continuously on 12 hour
shifts until the storm event ends. The Fleet division also provides backup snowplow
drivers as needed as well as one on-call technician to assist with unexpected
breakdowns in equipment during snow removal operations. Day and night shifts
are established with 4 operators per shift, and coordinated with other departments
for additional support when necessary. Coordination with other jurisdictions
(CDOT, Littleton, Cherry Hills Village) is conducted as necessary depending on the
event.
Equipment used during snow plowing operations includes four tandem axle dump
trucks with plow blades and spreaders for both solid and liquid deicer material.
These trucks are new to the fleet and have greatly enhanced snow plow operations
by being able to haul more deicer material and more efficiently apply both solid and
liquid deicer material depending on conditions. After larger events, a mechanical
snow loader device is used to load excess snow from the parking lanes on
Broadway into the dump trucks to be hauled off site. The City also utilizes two
motor graders to break up ice that forms in shaded areas of streets after larger
snow events. Two "v" plow blades can also be mounted to the dump trucks and
used to plow residential streets after larger storm events.
Materials used during snow events include:
• Ice slicer - a granular material applied to our roadways that helps lower the
freezing point
• Liquid deicer – a liquid magnesium chloride product sprayed onto the roadways
that helps lower the freezing point
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These materials are purchased in advance of the snow season and therefore available
in advance of a snow event. Storage capacity, and replenishing materials can be a
challenge in larger snow event seasons. Effectiveness of the materials based on
temperatures and application rates vary, in turn allowing the team flexibility to maximize
snow removal efforts each event.
2022/2023 Season Recap:
• Number of events: 29
• Number of Deployments: 60
• Total Snowfall: ~48.9”
• Total Lane Miles Plowed: 9,088
Policy changes and enhancements for consideration:
Cost Neutral Enhancements:
• Construction of multi-story buildings adjacent to various streets has created
additional icing issues and requests for service
o In response, crews will proactively be deployed after the storm has ended
to plow the snow from these shaded areas to help prevent ice buildup
from forming
• A streets lead operator will be added to each shift to proactively inspect and
identify problem areas to make sure plowing is being completed to standards and
expectations.
• Balance lane miles of existing snow routes
Cost Increase Enhancements:
• Additional plow trucks/routes to plow more streets more frequently
o Each truck costs $250,000 and requires an additional operator per shift
• Contractor support during heavy events (Class 3 storm)
o Average $250/hour for plow/loader and operator
• Additional snow hauling
• Options for Plowing Local Streets more frequently (see table below)
Current Operations
(Plow local streets after 8"
or greater event)
Plowing local streets after
4" or greater event Plowing local streets
during an event*
Additional Staff Required N/A N/A 2
Equipment Required N/A N/A 1 additional truck
Misc. Additional Costs Staff time / salary Higher frequency, Increase in
staff time / salary Higher frequency, Increase in
staff time / salary
Estimated Annual Budget
Impact** $2,500 - $4,500 $50,000 - $75,000 $450,000 - $525,000
*Would require multiple passes
**Estimates based on 2022-2023 snow season events
COUNCIL ACTION REQUESTED:
Council feedback and direction is requested on the current policy and proposed enhancements
or modifications.
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FINANCIAL IMPLICATIONS:
The City expends nearly $210,000 yearly for snow and ice operations. Public Works staff has
developed improved reporting for labor, equipment, and material costs during the 2022-2023
season by utilizing asset management software.
• De-icing materials - $120,000 per year
• 10 Employees - 12 hour day and night shifts - $35,000 for a typical year
• 13 Pieces of equipment - equipment usage - $55,000 for a typical year
CONNECTION TO STRATEGIC PLAN:
Strategic Outcome: Infrastructure
A city that proactively and in a cost-effective manner invests in, maintains and protects its
infrastructure
• Ensure neighborhood roadways are safe and well-maintained
OUTREACH/COMMUNICATIONS:
Information on the city's Snow and Ice Program is available on the city's website at:
Snow Removal | City of Englewood, Colorado (englewoodco.gov)
ATTACHMENTS:
Presentation- Snow and Ice Program Overview
Snow and Ice Removal Policy
Snow Removal District Map
2022-2023 Snow Removal Plan (General Edition)
Page 16 of 386
Snow & Ice Removal Policy
Overview
Victor Rachael, Director of Public Works
Tim Hoos, Deputy Director of Public Works – Engineering and Asset Management
Phil Neal, Concrete Utility & Street Maintenance Program Manager
August 14, 2023
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Policy Objectives & Goals
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Principal Policy Objective
Provide for the safe and efficient flow of traffic within the City and maintain
access for emergency response during periods of inclement winter weather.Page 19 of 386
Policy Goals
•Safety
•Mobility
•Maximize Resources
•Efficient use of equipment
•Conserve Materials
•Utilization of Staff
This policy provides consistent service for the citizens of Englewood and the
traveling public, while doing so in a cost effective and efficient manner.Page 20 of 386
Storm Classification and
Preparation
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Storm Classifications
•Class 1 – A storm predicted to last less than 12 hours with an anticipated snow
amount of 4 inches or less.
•Class 2 – A storm predicted to last for more than 12 hours with an anticipated
snow amount of 4-8 inches.
•Class 3 – A storm predicted to be extreme with snow amounts on road surfaces
at depths greater than 8 inches, accompanied by strong gusty winds.
*Storm classifications per the City's Snow and
Ice Removal Policy
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Storm Preparation
•An interdepartmental city team made up of
Public Works, Parks (PRLG), and
Utilities collaborate to determine the appropriate
response for each storm.
•Multiple forecasts are reviewed 5-7 days in advance,
and discussed before making any decision on impacts
to city services and scheduling staff for plowing
operations
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Monitoring Storms
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Snow Removal Districts
Total Miles – 98.98
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Primary Streets
•Main thoroughfares & streets
adjacent to schools & hospitals
•Plow full drive lanes during
each storm event
•Remove/haul snow and ice
from parking lanes
along Broadway after the
storm has ended
•Only remove/haul snow in
other areas under severe
conditions
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Residential Streets & Alleys
•Will not be plowed or de-iced unless they have steep hills or north faces with
known chronic icing problems, or a snow emergency is declared.
•When accumulations are 8 inches or above, the city will “V” plow the centers of
all residential streets to allow for one passable lane.
•City policy does not re-plow as it buries vehicles, driveways and/or sidewalks
that have already been shoveled out.
•Alleys are not plowed due to lack of area to place plowed snow and potential to
damage alley surface.Page 27 of 386
Ice Removal Operations
•Freeze/thaw cycles create large ice buildup areas especially on the south sides
of east-west streets, shady areas and where poor drainage exists.
•Crews are deployed to address ice buildup where it creates hazards to:
•Motorists
•Pedestrians
•Drainage flow blockage
Page 28 of 386
Equipment, Staffing &
Materials
Page 29 of 386
Equipment Resources
•4 plow trucks operating 24/7 deployed for duration of event
•Minor events don't always require full deployment of all 4 trucks
•Day & Night Shifts (12-hour shifts, 4 operators per shift)
•Coordination with other Departments for support when necessary
•Parks & Recreation
•Utilities
•Coordination with other Jurisdictions
•CDOT (US 85, US285, Belleview Ave & Federal Blvd.)
•Littleton
•Cherry Hills Village
Page 30 of 386
Equipment Upgrades
•2022-2023 snow season:
•All four single axle plow dump trucks replaced
•Upgraded to tandem axle dump trucks capable of hauling
more granular deicer material (Ice Slicer) along with liquid deicer material
on same truck
•Capable of pre-wetting granular material to provide quicker activation
•More precise application of granular material
Page 31 of 386
Staffing Resources
•16 Public Works Department Staff Members
•8 Streets Equipment Operators
•2 Stormwater Equipment Operators
•4 Traffic Operations staff members
•2 Fleet Technicians staff members
•Day & Night Shifts (12-hour, 4 operators per shift)
•Shift changes at 7 AM and 7 PM
•Coordination with other Departments for staff support when necessary
•Parks & Recreation (2 backup operators)
•Utilities (2 backup operators)
•Coordination with other Jurisdictions
•CDOT (US 85, US285, Belleview Ave & Federal Blvd.)
•Littleton
•Cherry Hills Village
Page 32 of 386
Materials used
•Ice Slicer
•Goal is 100 pounds used per lane mile plowed to maintain efficiency in use
•Liquid deicer
•Magnesium chloride product
•Both materials are carried on all plow trucks and used as conditions warrant
Page 33 of 386
2023 Overview
Page 34 of 386
2022/2023 Season Recap
Number of Events – 29
Number of Deployments – 60
Total Snowfall (inches) – ~48.9
Total Lane Miles Plowed – 9,088
Page 35 of 386
January 2023 Snowiest on Record
•January 2023 was ranked 17th as the coldest and snowiest January in Denver’s
history since temperature records started in 1872
•Nearly 80% of the days in January 2023 were colder than normal and nearly
half of the days included at least a trace of snow
•Trace of snow 15 out of the 31 days.
•The month ended with 13 inches of snow which is 6.5 inches above normal.
Source: CBS News Colorado January in Denver was one of the coldest and snowiest on record - CBS Colorado (cbsnews.com)Page 36 of 386
Snow Event Case Study – March 27, 2023
•Snow moved into the area Monday March 27th early in the
morning. Public Works monitored the forecast and discussed
planning for snowplow operations the week prior and
again the day before (Sunday).
•Snowplow trucks were loaded and prepared with material on
Friday before the storm.
•The interdepartmental city team also collaborated over the
weekend to determine the appropriate response for the storm.
•Two Streets Crew Team members arrived early Monday
morning before rush hour and began treating bridges and
known trouble spots. Remaining team members reported at
7am and immediately deployed with additional resources.Page 37 of 386
Snow Event Case Study – March 27, 2023
•Public Works Team monitored the snow event
throughout the day and crews continued to snowplow
/ treat the roadways throughout the event.
•Snow operations concluded at
approximately 3pm (once the snow stopped and all
routes were completed)
•Total accumulation was between 1-2" depending on
location throughout the City.Page 38 of 386
Policy changes and enhancements
for consideration
Page 39 of 386
Cost Neutral Enhancements
•Construction of multi-story buildings adjacent to various streets has created
additional icing issues and requests for service
•Ice buildup causes damage to the pavement surface and adjacent concrete curb and gutter
•In response, crews will proactively be deployed after the storm has ended to plow the snow
from these shaded areas to help prevent ice buildup from forming
•A streets lead operator will be added to each shift to proactively inspect and
identify problem areas to make sure plowing is being completed
to standards and expectations.
•Balance lane miles of existing snow routes
•Allows each street on the snow routes to be plowed at the same frequency
•Typically 2 passes of each priority street per shift
Page 40 of 386
Cost increase Enhancements
•Additional plow trucks/routes to plow more streets more frequently
•Each truck costs $250,000 and requires an additional operator per shift
•Contractor support during heavy events (Class 3 storm)
•Average $250/hour for plow/loader and operator
•Additional snow hauling
•Options for Plowing Local Streets more frequently
Page 41 of 386
Plowing of Local streets
•What do other cities do?
•Englewood –current policy is to plow local streets (center only) if total is over 8"
•Cherry Hills Village – plow local streets if total is over 3"
•Littleton – plow local streets (center only) if total is over 6"
•Greenwood Village – plow local streets after major roadways are clear
•Sheridan – plow local street intersections with 4-way stops only. Local roadways do not get plowed in
general
•Arapahoe County – limited local streets, most don't get plowed
Page 42 of 386
Plowing of Local streets
•Plowing during event
•Requires additional equipment and operators to expand routes
•May require multiple passes to clear all snow
•Plowing at end of event
•Extend duration of snow shifts
•Additional staff overtime cost
•One time pass on each residential street
Page 43 of 386
Cost increase Enhancements Summary
Current Operations
(Plow local streets after 8" or
greater event)
Plowing
local streets after 4"
or greater event
Plowing local
streets during
an event*
Additional Staff Required N/A N/A 2
Equipment Required N/A N/A 1 additional truck
Misc. Additional Costs Staff time / salary
Higher frequency,
Increase in staff time /
salary
Higher frequency,
Increase in staff time /
salary
Estimated Annual Budget
Impact**$2,500 – $4,500 $50,000 - $75,000 $450,000 - $525,000
*Would require multiple passes
** Estimates based on 2022-2023 snow season events
Page 44 of 386
Questions & Thank you!Page 45 of 386
SNOW AND ICE REMOVAL POLICY 1
SNOW AND ICE REMOVAL POLICY
Purpose
A. The principal objective of the City of Englewood Public Works Snow and Ice Control Policy is to
provide for the safe and efficient flow of traffic within the City and maintain access for emergency
response during periods of inclement winter weather. The policy will endeavor to maximize
resources by making efficient use of equipment and conserve materials during winter storm events.
Routes have been established and priorities assigned which shall ensure that the minimum road
network required for operation of emergency vehicles shall be maintained at all times.
B. Flexibility remains the cornerstone of the policy to be effective, priorities must be reassessed
periodically and routes altered to keep pace with changing population centers and traffic volumes.
Snow and Ice Event Planning
A. During normal working hours, de-icing and/or plowing operations in anticipation of a snow or ice
event may be initiated by the Streets Division Manager/Supervisor.
B. In order to ensure that de-icing/plowing operations are initiated in a timely manner at other than
normal working hours, feedback regarding road conditions by Englewood Police Officers and any
other agency, including the Colorado State Patrol, shall be sent to the Public Works Department. The
Streets Division Manager/Supervisor shall then initiate de-icing/plowing operations as warranted.
Response Plan for Snow and Ice Events
The following policy sets in place criteria for managing snow and ice removal efforts on the City of
Englewood roadway network during inclement winter weather events.
A. Level of Service. The deployment of City resources to manage snow and ice operations depends
upon the storm classifications and street priorities. The time and effort required to remove snow and
ice from streets depends on a variety of conditions unique to each storm event, including the
following:
(1) Snow storm intensity and accumulation
(2) Anticipated snow storm duration
(3) Type of snow, ranging from light/dry to heavy/wet
(4) Ambient air and pavement surface temperatures before and expected after snowfall
(5) High winds and drifting conditions
(6) Traffic conditions
(7) Time of day
B. Districts and Priorities: The City of Englewood snow and ice removal operations will be divided into
four (4) districts. The snow removal routes will be reviewed annually and available to be viewed by
the public on the City of Englewood website (https://www.englewoodco.gov/inside-city-hall/city-
departments/public-works/snow-removal). Streets shall be cleared in the following order of priority:
(1) Primary streets that are considered main thoroughfares, as well as roadways adjacent to
schools and hospitals. Primary streets are plowed to full lanes during the storm. Only under
certain severe conditions, and after the snow has stopped, will snow be hauled away from curb
to curb.
(2) Residential streets will not be plowed or de-iced unless they have steep hills with chronic icing
problems. When snow events with accumulations are above 8 inches occur, crews will plow the
centers of all residential streets to create a passible lane.
Page 46 of 386
SNOW AND ICE REMOVAL POLICY 2
(3) The City does not plow alleys. Alleys are too narrow to allow for plowing or placement of
plowed snow.
C. Storm Classifications. Snow events are categorized using a storm level scale based on reports from
the field as to the severity of conditions, as well as other methods, including forecasts, satellite
images and common sense. The following classifications of storms are defined below:
(1) Class 1 Storm. A storm predicted to last for less than 12 hours with anticipated snow
accumulations of 4 inches or less. Under this storm classification, crews will plow and sand all
primary streets. The effort and resources expended shall vary depending on accumulation and
drifting conditions. Crews will treat all approaches to intersections and will attempt to clear snow
and ice from all travel lanes of primary streets.
(2) Class 2 Storm. A storm predicted to last for more than 12 hours with anticipated snow
accumulations between 4 and 8 inches. Under this storm classification, crews will concentrate
on removing snow and ice from primary streets. The effort and resources expended shall vary
depending on accumulation and drifting conditions. After the storm event has subsided, or
when sufficient clearing of the primary streets has occurred, crews will plow and de-ice primary
streets within 24 to 48 hours.
(3) Class 3 Storm. A storm predicted to be extreme with snow accumulations on road surfaces at
depths greater than eight (8) inches, accompanied by strong or gusting winds that create drifting
and expected to last 24 hours or more. Under this storm classification, snowfall may be so heavy
that only primary streets can be maintained in a serviceable condition until the storm subsides.
After sufficient clearing of primary streets, crews will plow and de-ice residential streets within 24
to 48 hours.
Snow Operations
The Public Works Department shall be in charge of snow removal operations and shall staff the incidents
or events as necessary to carry out operations efficiently.
A. The Public Works Department shall be staffed to respond to a snow event as soon as determined
necessary by the Director of Public Works, the Streets Division Manager/Supervisor, or the City
Manager. The Streets Division Manager/Supervisor shall initiate the applicable snow response plan.
The first step will be to notify the crews of initiation of snow response plan, next is classifying the
snow event, and then finally directing operations in accordance with the priorities established herein.
B. If weather information indicates that operations are anticipated in advance of the approaching storm,
the Director of Public Works shall direct specific operators to be at work and ready to commence
operations as soon as practical. If more than two (2) days of continuous operations are anticipated,
no operator shall work more than (12) hours in a day without approval of the Director of Public
Works.
C. All incoming calls regarding snow removal shall be routed to the Public Works Department (303-762-
2520) or after-hours dispatch (303-761-7410).
D. No private roads or driveways extending off of City of Englewood rights-of-way shall be cleared by
City equipment, with the following exceptions: if a citizen needs a private road or driveway opened
for a medical or other emergency the citizen may call Emergency Services (911). Emergency
Services will then contact the Public Works Department. The Public Works Department will then
contact the appropriate operator who shall meet the emergency vehicle at the site and open the road
or driveway for the emergency vehicle.
E. Emergency Conditions. Plow operators are directed that the first priority is to get roads cleared as
fast and safe as possible, emergencies excepted. Operators are authorized and directed to stop and
assist disabled vehicles only if it is necessary to clear the road or if life or health is in danger. If an
abandoned vehicle is blocking the roadway, the operator shall radio in the location, license plate
number and description of the vehicle to the Public Works Department. The Public Works
Department shall contact the Englewood Police Department, informing the Dispatcher that a hazard
exists and the vehicle should be removed from the City of Englewood right-of-way.
Page 47 of 386
SNOW AND ICE REMOVAL POLICY 3
F. Ice Removal Operations. The freeze/thaw cycles Colorado experiences throughout the winter create
large areas of ice buildup, especially on the highly-shaded south sides of the Avenues. Streets
division crews will monitor these known locations. Crews will be deployed to locations with ice dams
when they are reported to Public Works. Ice dams are hazards to motorists and pedestrians that are
caused excessive blockage to drainage flows.
G. De-Icing Chemicals. The City of Englewood may use liquid and solid de-icing chemicals when
hazardous ice or slippery conditions exist. The City is concerned about the effect of such chemicals
on the environment and carefully controls and monitors application rates. It is important to use anti-
icing chemicals prudently during snow control operations. The application of sand and abrasives
during storm events has been identified by the Regional Air Quality Council (RAQC) as a major
contributor to the Denver metropolitan area’s particulate pollution (commonly known as the “brown
cloud”). The Public Works Department is required under legal mandates, which are regulated by the
RAQC, to comply with certain application rates. Limiting the application rates reduces the quantity of
particulates in the air and the amount of chemicals and sand deposited in waterways. Because of
these air quality impacts, the use of sand or abrasives in snow control has been virtually eliminated
in the Denver metro area.
H. Other Jurisdictions. Numerous sections of streets within the City limits are maintained by different
jurisdictions, including the City and County of Denver, City of Littleton, Cherry Hills Village and the
Colorado Department of Transportation (CDOT). These agencies are responsible for snow and ice
removal within their maintenance areas.
No waiver of governmental immunity
No term or condition set forth in this Chapter shall be construed or interpreted as a waiver, express or
implied, of any of the immunities, rights, benefits, protections or other provisions, of the Colorado
Governmental Immunity Act, Section 24-10-101, et seq., C.R.S., as applicable. Furthermore, nothing set
forth in this Chapter shall be construed as creating a duty of care upon any individual or party.
Page 48 of 386
Snow Removal District Map
2020-2021 Season
NOT TO SCALE
Page 49 of 386
2022-2023 Integrated Snow Response Plan
City of Englewood
Public Works
2022-2023/General Edition
Page 50 of 386
Page | 2
Table of Contents
Primary Goal............................................................................................................... 3
Staff Utilization……………………………………………………………………………………………………….3
Staff Training .............................................................................................................. 3
Snow Operations Preparation .................................................................................... 3
Response Time Expectations ..................................................................................... 4
Priority Street Designations ....................................................................................... 4
Ice Removal…………………………………………………………………………………………………………….4
Storm Classifications……………………………………………………………………………………………….5
Snow District Maps………………………………………………………………………………………………6-9
Page 51 of 386
Page | 3
2022-2023 Integrated Snow Response Plan
The City of Englewood's Integrated Snow Response Plan is designed to efficiently use crew time and
conserve materials and equipment during winter storm events. Staff members from Street Maintenance
and Fleet Services are utilized to maximize resources. If needed, staff from Parks, Recreation, Library, and
Golf (PRL&G) and the Utilities Department will assist in these efforts. Through proper management, efforts
will translate into cost savings for the public and a healthier and safer city in which to live, work, and drive.
Primary Goal
To provide fiscally responsible service during snow and ice events that supports the safety and mobility of
the City's transportation system by removing or displacing snow and ice from all designated priority
streets.
Staff Utilization
· The Street Division's primary responsibility is to maintain City streets consistent with the overall
program.
· The Fleet Division's primary responsibility is maintaining all City vehicles and equipment related to
snow and ice operations and emergency management. Fleet staff may also assist with snow plowing
efforts and loading deicer materials required for snow removal operations.
Staff Training
· Each Division is responsible for managing its staff and equipment to ensure adequate resources
are available to meet the 2022-2023 Snow Removal Primary Goal.
· Cross-training opportunities will be made available to ensure Fleet and other staff are trained
adequately to operate snow removal equipment, i.e., front end loader. Fleet Services will be
responsible for coordinating with the Street Division's Operations Supervisor (or designee) to
schedule training.
· Before operating said equipment on City streets, potential operators must ride with the Streets
Division Supervisor (or designee) and demonstrate the ability to safely and proficiently operate the
equipment.
Snow Operations Preparation
· A maximum of forty-eight hours before a predicted snow event, AM & PM operators will team up to
inspect snow removal equipment. Once complete, a snow removal inspection form must be
completed accurately, signed, and submitted to the Streets Supervisor (or designee).
· Operators must note necessary repairs on the inspection form and communicate the issues to the
Streets Supervisor (or designee). The Streets Supervisor (or designee) must work with the Fleet
Services Supervisor (or designee) to get the unit in for immediate repairs.
· Operators are expected to perform pre- and post-trip inspections before operating equipment.
· Operators are responsible for the accurate completion of a Snow Removal Log. It is imperative that
proper accounting of start/end miles, miles driven, and material usage is documented. Failure to
complete will be monitored and may result in disciplinary action.
Page 52 of 386
Page | 4
Response Time Expectations
· Unscheduled - Designated crews are expected to be engaged in snow and ice removal operations
on designated grid streets within one (1) hour after receiving the call for service from the Streets
Operations Supervisor or designee.
· Scheduled – When storms are predicted, both AM and PM crews are assigned a specific starting
time, roughly one (1) hour before the predicted start time of the event.
o Example – Snow is expected to start at 6:00 p.m.; the night crew would report at 5:00 p.m.
Priority Street Designations
· Priority #1 Streets (Red): Roadways must be kept open to provide a transportation system
connecting hospitals, fire stations, police stations, and other emergency units.
· Priority #2 Streets (Green): All remaining arterials and selected collectors complete the network
covering the major traffic volume streets or providing school access.
· Priority #3 Streets (Yellow): All remaining collectors, bus routes, and hilly areas.
· Residential Streets: will not be plowed or de-iced unless they have steep hills with chronic icing
problems or a snow emergency is declared. When accumulations are above 12 inches, crews will "V"
plow the centers of all residential streets. Generally, streets are not re-plowed because that will
typically just re-bury folks who have dug themselves out. Warmer weather following a storm will
naturally melt the remaining snow and ice.
· Alleys: Plow Crews do not plow alleys; they are narrow, and there is no room to place the
snow. After a significant storm, front-end loaders may run through alleys to help with accessibility.
· Ice Removal Operations: The freeze/thaw cycles Colorado experiences throughout the winter
create large areas of ice buildup, especially on the highly-shaded south sides of the
avenues. Street department crews have in-depth knowledge of and continuously monitor these
locations. When conditions create hazards to motorists or pedestrians or cause excessive blockage
to drainage flows, crews will be deployed to address the ice concerns.
Ice Removal
Maintenance crews will remove ice built up on roadways with parking or bicycle lanes within 24 to 48 hours
after the snow event has ended.
· Broadway (Yale to Belleview)
· Girard (Broadway to Lincoln) & (Logan to Pearl)
· Oxford (Windermere to Broadway)
· Dartmouth (Santa Fe to University)
· As needed or after a Class #2 or #3 storm event, maintenance crews will pull ice built up on the south
side of the road to the center lane on all east/west avenues.
Page 53 of 386
Page | 5
Storm Classifications
Depending on the storm's severity, there are three (3) levels of response to snow and ice removal. The
following classifications are intended to serve as a guide to establishing effective snow removal strategies for
different types of winter storms:
· Class #1 Storm – A storm predicted to last for less than 12 hours with anticipated snow accumulations
of four (4) inches or less.
o Under this storm classification, maintenance teams will plow and de-ice all primary streets
from curb to curb.
· Class #2 Storm – A storm predicted to last for more than 12 hours with anticipated snow
accumulations between 4 and 8 inches.
o Under this storm classification, maintenance teams will concentrate on removing snow and ice
from all primary streets to maintain one travel lane. After the storm has subsided, maintenance
teams will provide additional clearing of snow and ice to all travel lanes on primary streets.
· Class #3 Storm – A storm predicted to be extreme with snow accumulations on road surfaces at depths
greater than eight (8) inches, accompanied by strong or gusting winds that create drifting; and
expected to last 24 hours or more.
o Under this storm classification, maintenance crews will concentrate on snow and ice removal
necessary to keep one travel lane open on as many primary roadways as possible.
Examples:
Broadway
Dartmouth
Areas around schools and hospitals
o Not all major roadways will be cleared during the storm; however, when conditions allow
remaining streets will be addressed.
Page 54 of 386
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Page 58 of 386
STUDY SESSION
TO: Mayor and Council
FROM: Brad Power, Pieter Van Ry, Victor Rachael
DEPARTMENT: Community Development, Public Works, Utilities
DATE: August 14, 2023
SUBJECT: Development and Infrastructure
DESCRIPTION:
Informational presentation regarding the city's infrastructure capacity for development.
RECOMMENDATION:
This item is for information only.
PREVIOUS COUNCIL ACTION:
N/A
SUMMARY:
As requested by Council Member Nunnenkamp during the City Council Meeting on July 24th,
staff will present on Englewood's infrastructure as the city grows and redevelops. The
presentation includes:
1. Current growth projections and historical planning
2. Regulations to ensure infrastructure capacity
3. Processes to ensure ratepayers / taxpayers don't subsidize new development
4. Current infrastructure capacity
a. Water
b. Sewer
c. Streets
d. Stormwater
ANALYSIS:
DRCOG modeling projections conservatively forecast an Englewood population of 35,700 in
2030. (+2041 over the 2020 number)
Regulations for water are in City Code, Title 11, Chapter 7, Section 25 adoption of 2020 Design
and Construction Standards & Specs, Section 1.3.8 Utility Construction
Regulations for sewer are in City Code, Title 11, Chapter 7, Section 25 adoption of 2020 Design
and Construction Standards & Specs, Section 1.3.8 Utility Construction
Page 59 of 386
Regulations for streets / traffic are in City Code, Title 11, Chapter 7, Section 25 adoption of 2020
Design and Construction Standards & Specs, Section 1.2.2 traffic impact study guidelines &
Section 1.2.2.3 Transportation Study Criteria
Regulations for Stormwater are in City Code, Title 12, Chapter 5, Section 10 Adoption of
Drainage Criteria Manual; Drainage Manual Section 3.5 Detention and Water Quality
Requirements.
Link to 2020 Design and Construction Standards and Specs:
https://www.englewoodco.gov/home/showpublisheddocument/25427/638017929746937365
Link to Storm Drainage Criteria Manual:
https://www.englewoodco.gov/home/showpublisheddocument/8351/638018568568170000
COUNCIL ACTION REQUESTED:
Staff will review current infrastructure and processes to address development as the City grows,
welcoming questions and discussion.
FINANCIAL IMPLICATIONS:
This item is for information only.
Page 60 of 386
Englewood’s Infrastructure as
the City Grows and Redevelops
Presented By Shawn Lewis, Pieter Van Ry, Victor Rachael, Brad Power
Page 61 of 386
Agenda
1. Current growth projections and historical planning
2. Regulations to ensure infrastructure capacity
3. Processes to ensure ratepayers/
taxpayers don’t subsidize new
development
4. Current infrastructure capacity
1. Water
2. Sewer
3. Streets
4. Stormwater
Page 62 of 386
Current & Projected Growth
Page 63 of 386
Current Growth Projections
•Englewood's 2020 Census population
was officially recorded as 33,659.
•DRCOG modeling projections
conservatively forecast an Englewood
population of 35,700 in 2030. (+2,041)
•Englewood housing unit growth over
the time period 2016-2022 has
averaged 290 units/year.Page 64 of 386
•1940: Large portions of the city
are zoned for residential
densities and industry
•R-1 areas constitute 45% of all
land uses
•Water mains, the sewer collection
and treatment and the street
network were designed and built
for this density
•The exception was stormwater
infrastructure planning which
began in earnest in the late 1990s
Historically Planned Growth
Page 65 of 386
Comparison of 1963 Zoning Map vs Today
Page 66 of 386
Infrastructure Regulations
Regarding Development
Page 67 of 386
Regulations re: Infrastructure Capacity
WATER
•Code citation for water system standards
•Title 11, Chapter 7, Section 25 Adoption of 2020 Design and Construction Standards
and Specifications
•Section 1.3.8 Utility Construction
•Utilites Department requires Water system analysis or construction of additional capacity
SEWER
•Code citation for sewer collection system standards
•Title 11, Chapter 7, Section 25 Adoption of 2020 Design and Construction Standards
and Specifications
•Section 1.3.8 Utility Construction
•Utilites Department requires sewer system analysis or construction of additional capacity
Page 68 of 386
Regulations re: Infrastructure Capacity
STREETS/TRAFFIC
•Code Citation for street system requiring analysis or construction of
additional capacity.
•Title 11, Chapter 7, Section 25 Adoption of 2020 Design and Construction
Standards and Specifications
•Section 1.2.2 Traffic Impact Study Guidelines
•Section 1.2.2.3 Transportation Study Criteria
STORMWATER/DRAINAGE
•Code Citation for stormwater system requiring analysis or construction of
additional capacity
•Title 12 Chapter 5 Section 10 Adoption of Drainage Criteria Manual
•Section 3.5 Detention (Storage) and Water Quality requirements
Page 69 of 386
Page 70 of 386
Developers Pay Their Own Way
•Developers pay for water and sewer analysis to avoid
ratepayers/taxpayers subsidizing
•Utilities completes water system hydraulic model analysis and
engineer review
•Developers reimburse costs
•Developers complete Sanitary Sewer Study
•Includes flow monitoring and engineering analysis
•Utilities Department reviews and approves analysis
Page 71 of 386
Developers Pay Their Way—Drainage & Traffic
•Developers hire Engineering Firm to complete Drainage Study
•Study reviewed by city staff to ensure compliance with requirements
detailed in the City's Drainage Criteria Manual
•Section 3.4 of the Drainage Criteria Manual requires developers to design
and build the required improvements at their cost
•Developers hire Engineering Firm to complete Traffic Impact Study
(TIS) in accordance with City defined criteria
•Study shall be prepared and sealed by a licensed Professional Engineer
(PE) in the State of Colorado who is also certified as a Professional Traffic
Operations Engineer (PTOE)
•Study reviewed by city staff to ensure compliance with requirements
detailed in the City's Engineering Design and Construction Standards
document section 1.2.2 - Traffic Impact Study Guidelines
Page 72 of 386
Examples of How Regulations are Enforced
•Proposed brewery on Acoma—required
analysis
•Proposed duplex development on Baker—
required analysis, City did not sign off,
development withdrawn
•Multi-family residential complexes
that required detention or upsizing of
pipes
•Englewood Station 1070 W. Hampden Ave
•The Emerson 3444 S. Emerson St.
•Englewood Apts 1375 W. Hampden Ave
•Trails at Lehow 300 W. Lehow Ave
Underground detention piping
being installed at Trails at Lehow
Page 73 of 386
Current Infrastructure Capacity—Water
•Historic water rights
•Ability to serve between 50,000 and
55,000 residents
•Developer must upsize system at their
expense if water demand exceeds
infrastructure capacity
•3355 S Washington St
•3560 S Pearl St
•3690 S Jason St
Page 74 of 386
Current Infrastructure Capacity--Sewer
•South Platte Renew hydraulic treatment
capacity: 50 MGD
•Current average treatment flow: 20 MGD
•No current capacity issues in collection
system
•If development exceeds capacity of
current system, developer upsize system
at their expense
•1314 W Oxford Ave – rerouted flows based
on sanitary sewer study
•2323 W Baker Ave – evaluating rerouting of
sanitary flows
Page 75 of 386
Current Infrastructure Capacity--Streets
•Residential streets generally built
to 50 feet and 60 feet right of way
widths with 32 feet and 40 feet
pavement widths
•Developer hires traffic engineer to
perform Traffic Impact Study (TIS) to
determine impacts to existing traffic
volumes and levels of service at
intersections
•Map to the right shows typical traffic
volume assignments for intersections
in a proposed development area
Intersection grade/score map
Page 76 of 386
Current Infrastructure Capacity--Streets
•If projected development traffic volume
exceeds capacity of the
current street network, the developer
must modify/expand existing system at
their expense based on recommendations
in TIS
•Section 1.2.2.3.vi - Conclusions and Recommendations. "The
Traffic Impact Study should determine if safety, operational
and/or multi-modal improvements are necessary due
to impacts of the project".
•"Mitigation will be required for any intersection that falls below
Level of Service 'D' with the addition of site traffic to get back
to Level of Service D."Page 77 of 386
Current Infrastructure Capacity--Stormwater
•Stormwater system generally functions
well with some improvements needed in
the South (blue) and South-Central
(yellow) drainage basins
•Overall system lacked maintenance which
reduced existing system capacity
•Development must provide stormwater
detention to not increase existing runoff
rate
•If development runoff exceeds capacity of
current storm sewer network, developer
must study and modify/expand pipe
system at their expense
Areas of capacity concern map or
graphic
Page 78 of 386
Questions & Thank you!Page 79 of 386
STUDY SESSION
TO: Mayor and Council
FROM: Jackie Loh
DEPARTMENT: Finance
DATE: August 14, 2023
SUBJECT: Draft Proposed 2024 Operating & Capital Budget
DESCRIPTION:
Draft Proposed 2024 Operating & Capital Budget
RECOMMENDATION:
Staff will discuss the Draft Proposed 2024 Budget with City Council. Council is asked to
consider and refine 2024 budget enhancements identified by the Department Directors.
Department Directors will attend the Study Session providing an opportunity for Council to ask
specific questions regarding their respective budgets. Based on City Council's guidance, Staff
will provide the Proposed 2024 Budget no later than August 28, 2023 in preparation for the
Budget Public Hearing scheduled for September 11, 2023. The First and Second Reading of the
budget ordinances is planned for September 18, 2023 and October 2, 2023 respectively.
City Council previously reviewed the original list of operating and capital budget priorities at the
workshop held on June 26th. The attached presentation is marked with modifications based on
Council input during previous Study Sessions, budget detail refinement by Staff, and other
modifications based on department needs.
Staff will seek direction from City Council regarding the funding level of the prioritized capital
projects list totaling more than $9 million for the Public Improvement Fund and the Capital
Projects Fund.
PREVIOUS COUNCIL ACTION:
• January 21, 2023 - Visioning and 2024 City Council Goal Setting Workshop
• April 10, 2023 - Staff provided the preliminary 2024-2028 revenue and expenditures
forecast assumptions
• April 17, 2023 - Staff and City Council discussed the capital projects prioritization
methodology
• April 24, 2023 - Staff discussed the preliminary 5-Year capital requests for 2024-2028 at
the joint meeting with City Council and members of several Boards, Commissions and
Committees that provide input into the capital budget process
• June 26, 2023 - Staff discussed the preliminary departmental operational with and
provided their recommended capital requests for 2024 to City Council
Page 80 of 386
SUMMARY:
Staff continues the collaborative conversation with City Council regarding the 2024 budget
priorities and assumptions supporting the initial line item budgets entered by department staff.
The discussion will focus primarily on the 2024 General Fund Budget assumptions and
operational enhancements, however, information related to all funds, including the Enterprise
and Capital Funds, is in the attached presentation. The City of Englewood continues to be
fiscally responsible. The compounded annual revenue over the past ten years (2012-2022) has
grown 4.8%. During the same period, expenditures have grown 3.6% while the Consumer Price
Index (CPI) has grown 3.1%. Revenue diversification continues to be an issue for the city as it
and heavily relies on sales and use tax to support the many excellent programs and services
utilized by the Englewood citizens. The leadership team and supervisor group developed a
budget philosophy to guide the development of proposed budgets for the next few years:
"Provide core services and meet strategic plan goals through the retention and recruitment of
qualified and dedicated employees while supporting new programs that meet strategic plan
goals in a cost effective manner with prioritizing piloting new initiatives to determine their
viability".
ANALYSIS:
Draft Proposed 2024 Budget Elements
The draft proposed 2024 budget includes the following assumptions:
2024 Proposed General Fund Sources - $70.0 million
• $69.9 million - $5.6 million or 8.7% above the 2023 amended revenue budget of $64.3
million
• $0.1 million - Transfer-In from the Public Improvement Fund for the Debt Service
($141,612) of the Qualified Energy Bonds
Key revenue highlights
• Sales & Use Tax Revenue $45.0 million versus 2023 amended budget of $43.3 million;
this $1.7 million increase reflects a 4.0% rise
• For 2024, staff has not raised the retail/recreational marijuana sales tax rate by 1.5%
which is allowable per the citizen initiative passed in 2016; the current 10.3% retail
marijuana sales tax rate is the assumption used in revenue projections; the medical
marijuana sales tax rate remains at 3.8%
• Property Tax of $6.7 million increased by 30% or $1.5 million as compared to 2023.
Fiscal/Calendar Year 2023 is an appraisal year and any property tax increase will be
collected in 2024; however, the City will receive property value assessment information
by August 25th and the proposed 2024 property tax revenue estimate will be adjusted
accordingly.
• Parks, Recreation, Library and Golf (PRLG) revenues of $3.0 million, is $111K or 3.5%
below the 2023 amended budget
• Licenses & Permits Fees are anticipated to increase by $420K to $1.5 million from the
2023 amended budget of $1.1 million due in part to some development projects (please
note actual development efforts may result in higher or lower amounts received)
• Charges for services decreased by $64K (or 1.5%) and includes an estimated decrease
of $467K for the Utilities Administrative Fee based on the completion of the
Page 81 of 386
administrative study; the results of which will be presented to City Council at an
upcoming Study Session.
2024 Proposed General Fund Uses - $75.4 million
The General Fund expenditure request incorporated in the proposed 2024 budget, includes a
5.5% medical benefits increase, and conservative estimates based on the current market
conditions.
• $70.3 million - $5.5 million or 8.5% above the 2023 amended expenditure budget of
$64.8 million
• Recommended expenditure investments over 2023 Amended Budget include:
o $3.5 million or 11.7% increase in salaries and wages, includes $1M for the
implementation of the Classification and Compensation Study results and
incorporates a 5% increase for all employee groups including
seasonal/temporary employees; this estimate also provides for the following
proposed positions (~4 FTEs):
▪ City Manager's Office: 1 FTE Management Fellow (Pilot Program)
▪ City Clerk's Office: 1 FTE Customer Experience Assistant (.5 FTE
conversion of Part-Time to Full-Time position)
▪ Information Technology Department and Utilities Department: 1 FTE
Network Engineer (equally shared)
▪ Public Works Department: 1 FTE Traffic Engineer/Program Manager
▪ Communications Department: 1 FTE Graphic Designer/Copywriter
(funded in part due to reduced contractual services)
o $0.4 million or 4.1% increase in overall benefits, this increase includes a 5.5%
addition in medical insurance premiums and no increase in dental insurance
premiums for existing employees and for the above proposed positions; the
medical insurance increase is offset in part by reductions by health coverage
levels selected by and other pension benefits provided to employees
o $1.4 million or 7.2% increase in Contractual Services, including Emergency
Management Services, Fire Contract, Crisis Intervention Team AllHealth
contract, IT software maintenance agreements, legal services, financial audit
services, Servicenter annual vehicle maintenance services, etc.
o $0.273 million or 11.3% increase in Commodities such as
books/magazines/subscriptions, office supplies, postage, operating supplies,
computer supplies, clothing, fuel charges, etc.
o $0.215 million or 7.1% decrease in non-major, routine, operating capital outlay
such as contributions for capital equipment and vehicle replacements, facilities
improvements, etc.
• $5.1 million transfers-out for the following purposes:
o $4.2 million from the General Fund Unassigned Fund Balance to the Public
Improvement Fund (PIF) to fund identified capital budget requests over the
estimated annual $5 million PIF funding
o $0.5 million from the General Fund Restricted Metropolitan Football Stadium
District Denver Broncos Sale Proceeds for the replacement of the Belleview
Train
o $0.4 million to the Englewood Downtown Development Authority for the activated
Sales Tax increment financing districts
General Fund Unrestricted Reserve Estimated Levels (in millions) as of December 31,
2024
Page 82 of 386
Unrestricted Reserve Rate Range: 12.0%
Low
16.7%
Medium
21.4%
High
Operating Revenue Estimate $69.9 $69.9 $69.9
Fund Balance Classifications:
Restricted Reserves
TABOR Emergency Reserve
+ $ 2.1 $ 2.1 $ 2.1
Unrestricted Reserves
Committed - LTAR
+ $ 0.1 $ 0.1 $ 0.1
Unrestricted Reserve
+ $ 8.4 $11.7 $15.0
Unassigned Fund Balance
+ $ 7.3 $ 4.0 $ 0.7
2024 Estimated Fund Balance
= $17.9 $17.9 $17.9
Calculated Unrestricted Reserve Rate 12.0% 16.7% 21.4%
Enterprise Funds Budgets:
• Water Fund – Proposed 4.5% rate increase plus a Capital Investment Fee increase of a
$0 per month (or no change in the current $16 per month charge); this fee is scheduled
to change every odd numbered year by $1 per month for each account and is used to
finance needed treatment plant and water distribution system capital improvements;
additionally a Water Connection Fee increase of 3.93% over the 2023 Rates is also
anticipated
• Sewer Fund – Proposed 4.5% rate increase provides funding for the South Platte Renew
facilities and sanitary sewer collection system capital improvements; additionally a
Sewer Connection Fee increase of 3.93% over the 2023 Rates is also anticipated
• Storm Drainage Fund – Proposed a 7.2% rate increase a change from $19.25 to $20.64
to residential monthly bills in order to fund the ongoing maintenance and capital
improvements of the Storm Water Utility drainage system infrastructure
• Golf Course Fund - Proposes to raise Green Fees, Golf Cart Rental Fees, Driving Range
Fees and sale prices to merchandise in 2024. Approximately, $169K of revenue will be
added to the fund due to this effort.
• Concrete Utility Fund - No rate increases are planned in 2024.
Capital Projects Funds Budgets: Public Improvement Fund (PIF) and Capital Projects
Fund (CPF) - $9.3M
The major funding sources for the governmental functions capital requests is from the PIF
Vehicle Use Tax, Building Use Tax and the Arapahoe County Road and Bridge Tax. In 2024,
these PIF sources are estimated to generate approximately $5 million; however, the capital
requests of the governmental departments exceed $9 million. Staff is asking City Council to
consider transferring $4.2 million from the General Fund's Unassigned Fund Balance in order to
fund the 2024 $9.3M capital requests. This transfer would leave an unassigned fund balance of
approximately $4 million as of December 31, 2024.
Capital Projects Funds PIF
Funding
Additional
Funding*
Total
Funding
Public Improvement Fund (PIF) $1,770,000 $4,000,000 $5,770,000
Capital Projects Fund (CPF) $3,297,345 $ 222,000 $3,519,345
Page 83 of 386
TOTALS $5,067,345 $4,222,000 $9,289,345
* Funding request from the General Fund Unassigned Fund Balance and subject to City Council
authorization
The 2024 Budget priorities include the following department enhancement requests:
Personnel Changes:
Department Position Description Ongoing One Time Total
City Manager's
Office
Management Fellow
(Pilot Program) $0 $96,000 $ 96,000
City Clerk's Office Customer Service
Assistant $ 57,000 $0 $ 57,000
Information
Technology (Share
50% Utilities Water
Fund)
Network Engineer $ 67,000 $0 $ 67,000
Public Works Traffic Engineer/
Program Manager $ 168,000 $0 $ 168,000
Communications Graphic
Designer/Copywriter $ 50,000 $0 $ 50,000
Contingency &
Centralized
Programs
Comp & Class Study
Results Part II $1,000,000 $0 $1,000,000
Personnel Subtotals $1,342,000 $96,000 $1,438,000
Non-Personnel Changes:
Department Ongoing One Time Total
City Manager's Office $ 15,000 $251,000 $ 266,000
Finance $ 59,000 $ 15,000 $ 74,000
City Clerk's Office $ 6,000 $ 10,000 $ 16,000
Information Technology $ 175,000 $ 64,000 $ 239,000
Community Development $0 $ 47,000 $ 47,000
Public Works $0 $ 80,000 $ 80,000
Police $ 30,000 $0 $ 30,000
Parks, Recreation, Library & Golf $ 37,000 $0 $ 37,000
Communications $ 5,000 $0 $ 5,000
Contingency & Centralized Programs $0 $ 38,000 $ 38,000
Non-Personnel Subtotals
$ 327,000
$538,000
$ 865,000
GRAND TOTALS
$1,669,000
$601,000
$2,270,000
COUNCIL ACTION REQUESTED:
Staff requests that Council review the 2024 budget proposal and provide input on revisions as
staff works to develop the final budget for consideration of approval this fall.
Page 84 of 386
FINANCIAL IMPLICATIONS:
Below is the General Fund Summary of Changes in Fund Balance for 2024 based on the draft
proposed budget.
2024 General Fund Proposed Budget (in millions) One-
Time Ongoing Total
Operating Revenues and Expenditures
Revenues $ 0.5 $69.4 $69.9
Expenditures $ 0.4 $69.8 $70.2
Operating Surplus (Shortfall) $ 0.1 ($ 0.4) ($ 0.3)
Other Financing Sources (Uses)
Net Transfers In (Out) ($ 5.0) ($ 0.0) ($ 5.3)
Net Change in Fund Balance ($ 4.9) ($ 0.4) ($ 5.3)
2024 General Fund Beginning Estimated Fund Balance $23.3
2024 General Fund Ending Estimated Fund Balance $18.0
General Fund Net Change in Fund Balance Sources of Funds:
General Fund Change in Fund Balance - ($5,466,865)
Public Improvement Fund Transfer-In Qualified Energy Bond Debt
Service + $ 141,612
Net Change in Fund Balance (Except for Debt Service) = ($5,325,253)
Change in Fund Balance-Sources of Funds (in addition to Debt
Service):
Restricted ARPA* Funds One-Time Enhancements + $ 246,299
Restricted MFSD* Denver Broncos Sale Proceeds Transfer-Out to CTF
for Belleview Park Train Purchase + $ 502,140
Unassigned Fund Balance Transfer-Out PIF for One-Time Capital
Requests + $4,222,000
Unassigned Fund Balance use for One-Time Enhancements + $ 354,814
Change in Fund Balance-Sources of Funds Total = $5,325,253
Staff actively seeks efficiencies and low cost options without compromising levels of service, but
the reality is costs continue to rise. As a result, the City needs to seriously consider the following
options to sustain and improve levels of service:
•Raising Property Tax rates that have not been increased in over 25 years
•Adding new taxes such as the Occupational Privilege Tax
•Evaluating new and recurring fees and taxes in order to recoup program and/or service
costs
CONNECTION TO STRATEGIC PLAN:
The draft proposed 2024 budget identifies in part the impact that each of the following
community results/outcomes has in Englewood: Neighborhoods, Infrastructure &
Transportation, Local Economy, Safety, Sustainability, Community Wellbeing and Governance.
Page 85 of 386
As part of the June 26th department presentations and the internal budget review process, the
departments identified how their programs and services contributed to the strategic plan
outcomes/results on the slide titled "Strategic Plan Connection."
OUTREACH/COMMUNICATIONS:
The following boards, commissions and committees have had an opportunity to provide input
into the city's operating and/or capital budget: Planning and Zoning Commission, Water and
Sewer Board, Englewood Transportation Committee, Library Board, Parks and Recreation
Commission, and Budget Advisory Committee.
ATTACHMENTS:
Draft Proposed 2024 Budget Discussion presentation
Page 86 of 386
Presented By Jackie Loh
Draft Proposed 2024 Budget Discussion
August 14, 2023
Page 87 of 386
Agenda
I.Budget Calendar and Schedule
II.2023/2024 General Fund Budget Financial Outlook
•Enhancement Requests Overview: General Fund and Other Funds
•Capital Projects Funds Overview
•Overview of Other Funds Page 88 of 386
____________________________
I. Budget Calendar and Schedule
Page 89 of 386
2024 City Council Budget Calendar
Q1
Jan-Mar
•City Council 2024 Vision/Goal Setting Workshop-Jan 21, 2023
Q2
Apr-Jun
•Preliminary 2024 Revenue and Expenditure Underlying Forecast Assumptions–
Apr 10, 2023
•Capital Improvement Plan Prioritization Process Discussion-Apr 17, 2023
•Review Preliminary 2024 Capital Projects List with City Council and Boards,
Commissions, and Committees-Apr 24, 2023
•Review Preliminary 2024 Operating & Staff Prioritized Capital Requests–Jun 26,
2023
Q3
Jul-Sep
•Budget Advisory Committee Annual Report Review–Aug 14, 2023
•Draft Proposed 2024 Operating & Capital Budget–Aug 14, 2023
•Proposed 2024 Budget Available–Sep 5, 2023 Aug 28, 2023
•Proposed 2024 Budget Public Hearing–Sep 18, 2023 Sep 11, 2023
•Budget Workshop to finalize 2024 Budget–Sep 25, 2023 (Placeholder)
Q4
Oct-Dec
•2024 Budget Ordinances First Reading–Oct 2, 2023 Sep 18, 2023
•2024 Budget Ordinances Second Reading–Oct 16, 2023 Oct 2, 2023
Other Input into Budget Process
•2024-2028 Capital
Improvement Plan (CIP)
recommended project list to
City Manager from the
following: Planning and
Zoning Commission, Library
Board, Transportation
Advisory Committee, Parks &
Recreation Commission and
Budget Advisory Committee -
Jun 8, 2023
•BC&C provide operating
budget updates per their
purview: Library Board,
Transportation Advisory
Committee, Parks &
Recreation Commission and
Budget Advisory Committee –
no later than July 31, 2023Page 90 of 386
_____________________________
II.2023/2024 General Fund Budget
Financial Outlook
Page 91 of 386
Colorado Denver-Aurora-Lakewood CPI
Inflation has been subsiding over the last 12 months (July 2022-July 2023); the CPI-U increased 4.7 percent. The index for
all items less food and energy rose 5.8 percent over the year, while food prices increased 4.2 percent. Energy prices fell 6.5
percent, almost entirely the result of decreasing prices for gasoline.
Source: US Bureau of Labor Statistics link https://www.bls.gov/regions/mountain-plains/news-
release/consumerpriceindex_denver.htmPage 92 of 386
Colorado Economic Indicators –June 2023
Source: Colorado Legislative Council Staff Economic & Revenue Forecast June 2023, page 68Page 93 of 386
General Fund 2024 Summary Revenue Assumptions
2024
Revenue Sources
Sales & Use Tax Revenue 4%
Property Tax Revenue *30% 14%
2023 Property Appraisal Market Data
Period: 1/1/2020-6/30/22
All Other Revenue Sources 2%
* Property Tax Revenue is anticipated to increase by ~30% in 2024 changed from the original estimate of 14%
or ~$1,551,000 vs ~$724,000 respectively; real property appraisals occur every odd numbered yearPage 94 of 386
Department
2023
Adopted
2023
Amended
2024
Proposed
2024 vs
2023
Amended
$ Change
2024 vs
2023
Amended
% Change
Property Tax 5.2$ 5.2$ 6.7$ 1.5$ 29.6%
Specific Ownership Tax 0.5$ 0.5$ 0.7$ 0.1$ 22.6%
Sales & Use Taxes 38.7$ 43.3$ 45.0$ 1.7$ 4.0%
Franchise Fees 3.9$ 3.9$ 4.1$ 0.2$ 4.6%
Hotel 0.0$ 0.0$ 0.1$ 0.0$ 140.0%
Licenses & Permits 1.4$ 1.4$ 1.5$ 0.1$ 8.8%
Intergovernmental Revenue 1.4$ 1.4$ 1.3$ (0.1)$ -4.3%
Charges for Services 4.0$ 4.0$ 4.1$ 0.1$ 3.7%
Recreation Program Fees 3.1$ 3.1$ 3.0$ (0.1)$ -3.5%
Library Fines 0.0$ 0.0$ 0.0$ (0.0)$ -60.0%
Fines & Forfeitures 0.4$ 0.4$ 0.2$ (0.2)$ -49.1%
Interest Income 0.2$ 0.2$ 0.4$ 0.3$ 161.8%
Other Income 0.8$ 0.8$ 0.8$ (0.0)$ -4.9%
Contribution from Component Units 1.8$ 1.8$ 1.9$ 0.1$ 5.6%
Transfer-In 0.1$ 0.1$ 0.1$ 0.0$ 2.8%
Total Sources of Funds 61.5$ 66.2$ 70.0$ 3.8$ 5.7%
General Fund -Sources of Funds (in millions)Page 95 of 386
2024 Expenditure Uses:+ or -$ or %
Salary/Wages Expenditures*+5.0%
Non-Personnel Expenditures++10.0%
Medical Insurance Expenditure +5.5%
Contingency ($1M for class & comp study results)+$1.7M
*EEA and EPBA employee groups negotiated a salary increase of 5% effective the first pay period in January 2024; EEA
and EPBA labor negotiations are scheduled for 2024 for the contract period Jan 1, 2025-Dec 31, 2026
Certain positions are anticipated to receive a 2024 increase due to the results of the Classification and Compensation
Study completed in 2023; the overall increase will incorporate the planned 5% salary increase slated for 2024
+Non-personnel costs include enhancements (new ongoing or onetime program service costs) and inflationary price
increases impacting ongoing program service costs
EEA –Englewood Employee Association EPBA –Englewood Police Benefits Association
MSC –Managers, Supervisors and Confidentials
General Fund SummaryProposed 2024 Expenditure Budget
Page 96 of 386
General Fund -Uses of Funds (in millions)
Department
2023
Adopted
2023
Amended
2024
Proposed
2024 vs
2023
Amended
$ Change
2024 vs
2023
Amended
% Change
Legislation 0.3$ 0.3$ 0.3$ (0.0)$ -9.7%
Administration 1.4$ 1.8$ 2.1$ 0.3$ 17.0%
City Attorney's Office 1.2$ 1.2$ 1.1$ (0.1)$ -7.5%
Municipal Court 1.5$ 1.6$ 1.6$ (0.1)$ -4.5%
Human Resources 0.9$ 1.0$ 1.0$ 0.1$ 6.7%
Finance 2.1$ 2.2$ 2.4$ 0.1$ 6.6%
Information Technology 4.6$ 4.7$ 5.4$ 0.6$ 13.1%
Community Development 3.1$ 3.2$ 3.5$ 0.3$ 10.7%
Public Works 9.1$ 11.3$ 12.0$ 0.7$ 6.0%
Police 25.4$ 26.5$ 28.0$ 1.5$ 5.6%
Parks, Recreation, Library and Golf 8.9$ 9.4$ 10.2$ 0.8$ 8.5%
Communications 0.9$ 0.9$ 1.0$ 0.1$ 10.3%
Contingency 2.3$ 0.6$ 1.7$ 1.1$ 184.7%
Debt Service 0.1$ 0.1$ 0.1$ 0.0$ 2.8%
Contribution to Component Units 0.2$ 0.2$ 0.4$ 0.2$ 103.0%
Transfers-Out 1.0$ 3.2$ 4.7$ 1.5$ 46.9%
Total Uses of Funds 63.1$ 68.2$ 75.4$ 7.2$ 10.5%Page 97 of 386
General Fund –2024 vs 2023 Uses of Funds (in millions)
Uses of Funds
Categories
2023
Amended
Budget
2024
Proposed
Budget
$
Change
%
Change
Personnel 39.5$ 43.4$ 3.8$ 9.7%
Commodities 2.4$ 2.7$ 0.3$ 12.5%
Contractual 19.8$ 21.3$ 1.5$ 7.6%
Capital 3.0$ 2.8$ (0.2)$ -6.7%
Debt Service 0.1$ 0.1$ -$ 0.0%
Transfers-Out 3.4$ 5.1$ 1.7$ 50.0%
TOTALS 68.2$ 75.4$ 7.2$ 10.5%Page 98 of 386
Employers of choice attract and retain employees, in part, by:
Offering competitive compensation and benefits
Informational Data:
•Englewood Employee Groups Salary/Wage Increases –5% and those who are eligible will
receive an increase based on the Classification and Compensation Study results
•Colorado State Salary/Wage Increase for Fiscal Year 2023-2024 –5.0% across the board &
no merit increase
•Colorado Economic Indicators Wage and Salary Income Percent Change (Public & Private
Sectors)
2024 Increase –5.9%
3 Year Average Increase (2022-2024) –7.9%
5 Year Average Increase (2020-2024) –7.1%
Sources: Colorado Legislative Council Staff Economic & Revenue Forecast June 2023, pg 68 and Colorado Joint Budget
Committee Appropriations Report Fiscal Year 2023-24 pg C-3
2024 Salary / Wage Increase Overview Page 99 of 386
Salaries
$29.7
Salaries
$33.2
Benefits
$9.8
Benefits
$10.2
$- $9.0 $18.0 $27.0 $36.0
2023
2024
Benefits Salaries
(in millions)
General Fund Salary & Benefit Increases 2024 vs 2023
Page 100 of 386
General Fund (Fund Balance in Millions)
2023
Original
Budget
2023
Amended
Budget
2023
Estimate
2024
Proposed
Budget
Revenues +$61.4 $66.0 $66.5 $69.9
Expenditures -$61.9 $64.7 $64.5 $70.2
Operations Surplus (Shortfall)=($ 0.5)$ 1.3 $ 2.0 ($ 0.3)
Net Transfers-Out to PIF and EDDA*-($ 1.1)($ 3.3)($ 3.0)($ 5.0)
Change in Fund Balance -($ 1.6)($ 2.0)($ 1.0)($ 5.3)
Estimated Beginning Fund Balance +$24.1 $24.1 $24.1 $23.3
Estimated Ending Fund Balance =$22.5 $22.1 $23.3 $18.0
* PIF=Public Improvement Fund EDDA=Englewood Downtown Development AuthorityPage 101 of 386
General Fund (Fund Balance Composition in Millions)
2023
Original
Budget
2023
Amended
Budget
2023
Estimate
2024
Proposed
Budget
Est Ending Fund Balance (from previous slide)$22.5 $22.1 $23.3 $18.0
Designated Fund Balance:
TABOR Emergency Reserve +$ 1.7 $ 2.1 $ 2.1 $ 2.1
LTAR Committed +$ 0.1 $ 0.1 $ 0.1 $ 0.1
ARPA Restricted +$ 0.0 $ 0.3 $ 0.2 $ 0.0
MFSD* Denver Broncos Team Sale Proceeds +$ 0.5 $ 0.5 $ 0.5 $ 0.0
Unrestricted Reserve @ 16.7% of Revenues +$10.3 $11.0 $11.1 $11.7
Total Designated Fund Balance =$12.6 $14.0 $14.0 $13.9
Unassigned Fund Balance +$ 9.9 $ 8.1 $ 9.3 $ 4.1
Estimated Fund Balance =$22.5 $22.1 $23.3 $18.0
* MFSD = Metropolitan Football Stadium DistrictPage 102 of 386
General Fund 2024 Net Change in Fund Balance
General Fund Change in Fund Balance -($5,466,865)
Public Improvement Fund Transfer-In Qualified Energy Bond Debt Service +$ 141,612
Net Change in Fund Balance (except for Debt Service)=($5,325,253)
Change in Fund Balance-Sources of Funds (in addition to Debt Service):
Restricted ARPA Funds One-Time Enhancements +$ 246,299
Restricted MFSD Denver Broncos Sale Proceeds Transfer-Out to CTF for
Belleview Park Train Replacement
+$ 502,140
*Unassigned Fund Balance Transfer-Out PIF for One-Time Capital Requests +$4,222,000
*Unassigned Fund Balance use for One-Time Enhancements +$ 354,814
Change in Fund Balance-Sources of Funds Total =$5,325,253
ARPA = American Rescue Plan Act MFSD = Metropolitan Football Stadium District
CTF = Conservation Trust Fund
* Subject to City Council AuthorizationPage 103 of 386
Enhancement Requests Overview
General Fund
Other Funds
Page 104 of 386
Enhancement Defined
•New or expanded program or service costs (other than due to inflationary price
increases above the 2022 actuals as adjusted by the Consumer Price Index (CPI) for 2023
and 2024). Examples include some or all of the following:
•New or repurposed FTEs
•Expanding existing or adding consulting/contractual services
•New or increased operating expenditures such as office supplies, materials or other
supplies to carryout the tasks of the program or services (volume based)
•New or additional office furniture, vehicles, and/or equipment
Note: CPI adjustments = 1.086 (2023 CPI of 1.049 * 2024 CPI of 1.035)Page 105 of 386
2024 Department Summary of Proposed Enhancements
General Fund
General Fund
Department Summary of Enhancement Requests
FTEs Ongoing One-Time Total
City Manager’s Office 1.0 $ 15,000 $347,205 $ 362,205
Finance Department 0.0 $ 58,850 $ 15,000 $ 73,850
City Clerk’s Office 0.5 $ 62,619 $ 10,000 $ 72,619
Information Technology Department 0.5 $ 241,734 $ 64,383 $ 306,117
Community Development 0.0 $0 $ 47,000 $ 47,000
Public Works Department 1.0 $ 168,100 $ 80,000 $ 248,100
Police Department 0.0 $ 30,000 $0 $ 30,000
Parks, Recreation, Library and Golf Department 0.0 $ 37,025 $0 $ 37,025
Communications Department 1.0 $ 55,400 $0 $ 55,400
Contingency/City-Wide Centralized Programs 0.0 $1,000,000 $ 37,525 $1,037,525
General Fund Department Totals 4.0 $1,668,728 $601,113 $2,269,841Page 106 of 386
2024 Summary of Proposed Enhancements -General Fund
General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
City Manager’s Office Air Quality Sensor $ 3,000 $ 6,000
Sustainability Grant Program $ 6,000 $ 6,000
Employee Green Commute Program Pilot ($3K
Revenue Offset)
$ 6,000 $ 6,000
Management Fellow (Pilot Program)1.0 $ 95,906 $ 95,906
Affinity Groups $ 5,000 $ 5,000
ARPA Homelessness Projects $ 246,299 $246,299
City Manager’s Office (CMO) Total 1.0 $ 15,000 $347,205 $362,205
Page 107 of 386
General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
FinanceDepartmentBusiness License Compliance-Temporary/Seasonal
Assistance
$ 10,000 $ 10,000
Sales Tax Compliance & Revenue Consulting Services $ 20,000 $ 20,000
Financial Advisory Services $ 10,000 $ 10,000
Yearend Financial Audit Services $ 10,000 $ 10,000
Training & Professional Development (Travel, Training
& Membership)
$ 18,850 $ 5,000 $ 23,850
Finance Department Total 0.0 $ 58,850 $ 15,000 $ 73,850
City Clerk’s OfficeElection Budget $ 10,000 $ 10,000
Customer Experience Assistant ($30K Revenue Offset)0.5 $ 56,619 $ 56,619
Passport Mailing Costs $ 6,000 $ 6,000
Document Scanning Costs 5-Year Program ($37,525
included in Contingency budget)
City Clerk’s Office (CCO) Total 0.5 $ 62,619 $ 10,000 $ 72,619
2024 Summary of Proposed Enhancements -General Fund
Page 108 of 386
General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
Information TechnologyDepartmentWebsite Maintenance $ 5,000 $ 5,000
Accessibility PDF Remediation Software $ 7,000 $ 7,000
Pidj Text Message Marketing $ 5,400 $ 5,400
Siteimprove: Increase Page Limit & Accessibility Training
Platform
$ 10,354 $ 10,354
Cartegraph: Facilities Domain, Enterprise, Asset Builder
and Traffic Signals Domain
$ 22,000 $ 32,354
Other Software: iMS Enhancement Services, Laserfiche
and HR Job Market Analysis Platform (Salary.com)
$ 39,000 $ 39,000
Network Engineer 0.5 $ 67,300 $ 67,300
Domain Migration (Professional Services)$ 63,383 $ 63,383
Telephone and Internet Increase $ 68,000 $ 68,000
Strategic Sourcing Platform -Ongoing increases 2.5% per
year for each of the subsequent 4 years $17,680 $ 1,000 $ 18,680
Information Technology Department Total 0.5 $241,734 $ 64,383 $306,117
2024 Summary of Proposed Enhancements -General Fund
Page 109 of 386
General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
Community Development DepartmentComprehensive Plan Update $ 10,000 $ 10,000
Catalytic Site Analysis $ 25,000 $ 25,000
Future Trolley Operation Study (Arapahoe County
Transportation Study)
$ 12,000 $ 12,000
Community Development Department Total 0.0 $0 $ 47,000 $ 47,000
Public Works DepartmentTraffic Engineer/Program Manager 1.0 $168,100 $168,100
Parking Management Plan Development $ 50,000 $ 50,000
Cartegraph Implementation: Facilities Domain, Asset
Builder and Traffic Signals Domain $ 30,000 $ 30,000
Public Works Department Total 1.0 $168,100 $ 80,000 $248,100
Police DepartmentCrime Prevention and Community Relations $ 10,000 $ 10,000
Clothing and Equipment $ 20,000 $ 20,000
Police Department Total 0.0 $ 30,000 $0 $ 30,000
2024 Summary of Proposed Enhancements -General Fund
Page 110 of 386
General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
Parks, Recreation, Library and Golf (PRLG)DepartmentLibrary Specialist (convert two part-time positions to
full-time)0.0 $ 18,000 $ 18,000
Library Specialist (convert two part-time positions to
full-time)0.0 $ 18,000 $ 18,000
Plymouth Rocket Software (New Vendor)$ 1,025 $ 1,025
PRLG Department Total 0.0 $ 37,025 $0 $ 37,025
Communica-tionsDepartmentGraphic Designer/Copywriter 1.0 $ 50,400 $ 50,400
Neighborhood Resources Grant Program $ 5,000 $ 5,000
Communications Department Total 1.0 $ 55,400 $0 $ 55,400
2024 Summary of Proposed Enhancements -General Fund
Page 111 of 386
General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
Contingency& Centralized ProgramsCity Clerk’s Office Managed Document Scanning 5-
Year Project ($37,525/year)0.0 $ 37,525 $ 37,525
Compensation and Classification Study Results 0.0 $1,000,000 $1,000,000
Contingency & Centralized Programs Total 0.0 $1,000,000 $ 37,525 $1,037,025
2024 Summary of Proposed Enhancements -General Fund
Page 112 of 386
2024 Department Summary of Proposed Enhancements
Other Funds
Fund Other Funds
Department Summary of Enhancement Requests
FTEs Ongoing One-Time Total
Open Space Parks, Recreation, Library and Golf Department 1.0 $ 73,000 $ 0 $ 73,000
Water Utilities Department 0.5 $296,250 $600,000 $ 896,250
Sewer Utilities Department 0.0 $ 69,000 $ 0 $ 69,000
Stormwater
Drainage
Public Works Department 0.0 $ 0 $220,000 $ 306,117
Capital
Equipment
Replacement
Public Works Department 0.0 $ 0 $180,000 $ 248,100
Employees
Benefits
Human Resources Department 0.0 $ 3,000 $ 0 $ 3,000
Other Funds Department Totals 1.5 $741,250 $1,700,000 $1,441,250
Page 113 of 386
2024 Summary of Proposed Enhancements–Other Funds
Other Funds &
Departments
Enhancement Request FTEs Ongoing One-Time Total
Open Space Fund
PRLG Department
Parks Technician 1.0 $ 73,000 $ 73,000
Open Space Fund Total 1.0 $ 73,000 $0 $ 73,000
Water Fund
Utilities Department
Building Rental $ 28,000 $ 28,000
EPA Cyber Security Compliance $300,000 $300,000
Network Engineer (position shared with the
General Fund Information Technology Department)0.5 $ 68,250 $ 68,250
Professional Services $200,000 $300,000 $500,000
Water Fund Total 1.0 $296,250 $600,000 $896,250
Sewer Fund
Utilities Department
Software/Hardware Maintenance Agreement $ 69,000 $ 69,000
Sewer Fund Total 0.0 $ 69,000 $0 $ 69,000Page 114 of 386
Other Funds &
Departments
Enhancement Request FTEs Ongoing One-Time Total
Stormwater Drainage Fund
Public Works Department
Jet Vacuum Truck Replacement $220,000 $220,000
Stormwater Drainage Fund Total 0.0 $0 $220,000 $220,000
Capital Equipment
Replacement Fund
Public Works Department
Jet Vacuum Truck Replacement $180,000 $180,000
Capital Equipment Replacement Fund Total 0.0 $0 $180,000 $180,000
Employees Benefits Fund
Human Resources
Department
Implementation of Emergency Savings
Accounts for Employees
$ 3,000 $ 3,000
Employees Benefits Fund Total 0.0 $ 3,000 $0 $ 3,000
2024 Summary of Proposed Enhancements–Other Funds
Page 115 of 386
Capital Projects Funds Overview
Page 116 of 386
2024 Capital Requests
•Funding for Public Improvement Fund ~$5M annually
•Vehicle Use Tax
•Building Use Tax
•Arapahoe County Road and Bridge Tax
•Funding for Capital Projects Fund
•No dedicated funding source; typically funding from transfers out of the General Fund
and/or Public Improvement Fund
•Capital requests are identified as Projects (one-time) or Programs (ongoing):
•Capital Projects: typically one-time expenditure used to acquire or construct an asset;
cash outlay may be over 1-4 years and occur every 5-30 years
•Capital Programs: typically ongoing or require an annual expenditure to maintain or
extend the life of an assetPage 117 of 386
PIF and CPF Prioritization of Capital Requests
Approximately $5M funding available for Tier 1 capital requests of the Public Improvement
Fund and the Capital Projects Fund totalling over $9M.
Staff have modified their recommended capital requests due to the input of the following
Boards, Commissions and Committees with capital budget oversight and is seeking direction
from City Council to prioritize the 2024 capital requests:
•Planning and Zoning Commission
•Library Board
•Parks and Recreation Commission
•Englewood Transportation Advisory Committee
•Budget Advisory Committee
Page 118 of 386
2024 Capital Projects Funds
D E F 2=D+E-F G H 3= 2+G-H
Current Forecast Current Forecast
Jan 1, 2023 Estimate Estimate Dec 31, 2023 Proposed Proposed Dec 31, 2024
Balance Sources Uses Balance Sources Uses Balance
Capital Projects Funds
30 Public Improvement Fund 19,701,319$ 9,684,819$ 25,814,375$ 3,571,763$ 9,482,000$ 9,945,689$ 3,108,074$
31 Capital Projects Fund 3,780,036$ 1,500,000$ 4,510,912$ 769,124$ 4,025,000$ 3,519,345$ 1,274,779$
34 Police Building Construction Fd 2,816,872$ 50,000$ 500,600$ 2,366,272$ 50,000$ 600,600$ 1,815,672$
Totals 26,298,227$ 11,234,819$ 30,825,887$ 6,707,159$ 13,557,000$ 14,065,634$ 6,198,525$
GOVERNMENTAL FUND TYPE
(Fund Balance* = Total Assets - Total Liabilities)Page 119 of 386
2024 Capital Projects Funds: PIF and CPF
Line #Project/Program Requests Public Improvement
Fund (PIF)
Capital Projects
Fund (CPF)
Total
1 Project/One-Time $4,000,000 $1,447,000 $5,447,000
2 Program/Ongoing $1,770,000 $2,072,345 $3,842,345
3 REQUEST TOTALS $5,770,000 $3,519,345 $9,289,345
4
5 2024 PIF Funding $5,067,345
6 Potential Transfer from the General Fund Unassigned Fund Balance $4,222,000
7 Potential Funding Total $9,289,345
Public Improvement Fund (PIF) and Capital Projects Fund (CPF)Page 120 of 386
Staff Recommendation-2024 Tier 1 Capital Requests
Public Improvement Fund (PIF) & Capital Projects Fund (CPF)
Line
#
PJ
PG
Fund Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
1 PG PIF Tier 1 COMM Wayfinding and Placemaking Ongoing 100,000$ 200,000$
2 PG PIF Tier 1 PRLG Parks & Rec Parking Lot Maint Ongoing 70,000$ 70,000$
3 PG PIF Tier 1 PW Alley Maintenance Ongoing 100,000$ 100,000$
4 PG PIF Tier 1 PW Concrete Program Accessible Ramps Ongoing 350,000$ 350,000$
5 PG PIF Tier 1 PW Concrete Utility City Share Ongoing 350,000$ 350,000$
6 PG PIF Tier 1 PW Pavement Maintenance by Area Ongoing 500,000$ 1,000,000$
7 PG PIF Tier 1 PW Road & Bridge Ongoing 300,000$ 300,000$
8 PJ CPF Tier 1 IT Badge System One-Time 725,000$ 725,000$
9 PG CPF Tier 1 IT Freedom of Information Act (FOIA) Colorado Open Records Act (CORA)
Request Portal
Ongoing 25,000$ 25,000$
10 PG CPF Tier 1 IT Network Development IT Ongoing 150,000$ 150,000$
11 PG CPF Tier 1 IT PC Replacement IT Ongoing 125,000$ 125,000$
12 PJ CPF Tier 1 IT Phone System Replacement (Implementation)One-Time 500,000$ 500,000$
13 PG CPF Tier 1 PRLG Emerald Ash Borer Mitigation Ongoing 50,000$ 50,000$
14 PG CPF Tier 1 PRLG Art in Public Places 1% Recreation Ongoing 34,845$ 39,825$
15 PG CPF Tier 1 PW ADA Compliance Projects Ongoing 100,000$ 100,000$
16 PG CPF Tier 1 PW Facilities and Operations Ongoing 1,567,500$ 1,567,500$
17 PG CPF Tier 1 PW Security Civic Center and Rec Center Ongoing 20,000$ 20,000$
18 Subtotal 2024 Capital Requests ~$5M 5,067,345$ 5,672,325$
19 PJ CPF Tier 1 IT HR Workforce Management Tool (Implementation)One-Time 222,000$ 222,000$
20 PJ PIF Tier 1 PW E Dartmouth Traffic Calming (grant match)One-Time 200,000$ 200,000$
21 PJ PIF Tier 1 PW Oxford Avenue Pedestrian Bridge (developer match)One-Time 500,000$ 500,000$
22 PJ PIF Tier 1 PW Union Ave Bridge Rehabilitation One-Time 1,800,000$ 1,800,000$
23 PJ PIF Tier 1 PW Union Avenue Repaving One-Time 1,500,000$ 1,500,000$
24 Subtotal 2024 Capital Requests > $5M 4,222,000$ 4,222,000$
25 Grand Total 2024 Capital Requests $ 9,289,345 $ 9,894,325
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 121 of 386
2024-2028 Tier 1 Capital Projects
Public Improvement Fund (30)
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PG Tier 1 COMM Way Finding and Placemaking Ongoing 100,000$ 200,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
2 PG Tier 1 PRLG Parks & Rec Parking Lot Maint Ongoing 70,000$ 70,000$ 80,000$ 80,000$ 85,000$ 90,000$ 405,000$
3 PG Tier 1 PW Alley Maintenance Ongoing 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
4 PG Tier 1 PW Concrete Program Accessible
Ramps
Ongoing 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
5 PG Tier 1 PW Concrete Utility City Share Ongoing 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
6 PJ Tier 1 PW E Dartmouth Traffic Calming One-Time 200,000$ 200,000$ -$ -$ -$ -$ 200,000$
7 PJ Tier 1 PW Oxford Avenue Pedestrian Bridge
Match
500,000$ 500,000$ -$ -$ -$ -$ 500,000$
8 PG Tier 1 PW Pavement Maintenance by Area Ongoing 500,000$ 1,000,000$ 1,000,000$ 1,200,000$ 1,200,000$ 1,200,000$ 5,100,000$
9 PG Tier 1 PW Road & Bridge Ongoing 300,000$ 300,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,700,000$
10 PJ Tier 1 PW Union Ave Bridge Rehabilitation One-Time 1,800,000$ $1,800,000 -$ -$ -$ -$ $1,800,000
11 PJ Tier 1 PW Union Avenue Repaving One-Time 1,500,000$ $1,500,000 -$ -$ -$ -$ $1,500,000
12 Subtotals PIF Slide 1 $ 5,770,000 $ 5,170,000 $ 2,330,000 $ 2,530,000 $ 2,535,000 $ 2,540,000 $ 15,705,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 122 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
13 PG Tier 2 PRLG Public Art Acquisition NA -$ 250,000$ 250,000$ 250,000$ 250,000$ 150,000$ 1,150,000$
14 PG Tier 2 PW Sidewalk Gap Construction NA -$ 300,000$ 300,000$ 350,000$ 400,000$ 450,000$ 1,800,000$
15 PG Tier 2 PW Signal Equipment
Upgrade/Replacement
NA -$ 175,000$ 175,000$ 200,000$ 200,000$ 200,000$ 950,000$
16 PG Tier 2 PW Alley Paving NA -$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$
17 PG Tier 2 PW Arterial and Collector Street
Pavement Maintenance
NA -$ -$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 4,000,000$
18 PG Tier 2 PW Bridge Repairs NA -$ 500,000$ $ 500,000 500,000$ 500,000$ 500,000$ 2,500,000$
19 PJ Tier 2 PW CityCenter Englewood Station/S.
Santa Fe Dr. Ped/Bike Bridge
NA -$ -$ -$ 300,000$ 5,000,000$ -$ 5,300,000$
20 PJ Tier 2 PW Neighborhood Traffic Calming
Program
NA -$ 100,000$ -$ -$ -$ -$ 100,000$
21 PG Tier 2 PW Walk & Wheel Implementation NA -$ 250,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,250,000$
22 PJ Tier 2 PW Replace ServiCenter Facility NA -$ 15,000,000$ -$ -$ -$ -$ 15,000,000$
23 Subtotals PIF Slide 2 $ - $ - $ 17,075,000 $ 3,225,000 $ 3,600,000 $ 8,350,000 $ 3,300,000 35,550,000$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 123 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
24 PG Tier 3 PW Arterial and Collector Streets
Sidewalk Widening to 6 feet where
necessary
NA -$ -$ 300,000$ 300,000$ 300,000$ 300,000$ 1,200,000$
25 PJ Tier 3 PW Belleview Ave, Fox St to Broadway NA -$ -$ 200,000$ 1,300,000$ -$ -$ 1,500,000$
26 PJ Tier 3 PW Broadway Mid-Block Crossing at
Gothic
NA -$ -$ 200,000$ 500,000$ -$ -$ 700,000$
27 PJ Tier 3 PW Broadway Reconstruction
Evaluation
NA -$ -$ 100,000$ -$ -$ -$ 100,000$
28 PJ Tier 3 PW Broadway Safety Improvements NA -$ -$ 75,000$ 300,000$ -$ -$ 375,000$
29 PJ Tier 3 PW Broadway, Yale to Hampden NA -$ -$ -$ 2,200,000$ 13,000,000$ -$ 15,200,000$
30 PJ Tier 3 PW CityCenter Englewood Station
Platform Shelter
NA -$ -$ -$ 40,000$ -$ -$ 40,000$
31 PJ Tier 3 PW City-Wide Transportation Plan NA -$ -$ 250,000$ -$ -$ -$ 250,000$
32 PJ Tier 3 PW Santa Fe PEL Bike-Ped
Improvements
NA -$ -$ 300,000$ -$ -$ -$ 250,000$
33 Subtotals PIF Slide 3 $ - $ - $ - $ 1,425,000 $ 4,640,000 $13,300,000 $ 300,000 19,665,000$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 124 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
34 PJ Tier 3 PW Clarkson Bike Blvd, Hampden to
Dartmouth
NA -$ -$ 200,000$ 300,000$ -$ -$ 500,000$
35 PJ Tier 3 PW Dartmouth Rail Trail Bridge NA -$ -$ -$ 500,000$ 3,500,000$ -$ 4,000,000$
36 PJ Tier 3 PW Hampden Rail Trail Pedestrian
Bridge
NA -$ -$ 250,000$ 4,000,000$ -$ -$ 4,250,000$
37 PG Tier 3 PW Implementation of NH Traffic
Calming & Safe Routes to School
initiatives
NA -$ -$ 250,000$ 250,000$ 250,000$ 250,000$ 1,000,000$
38 PJ Tier 3 PW Logan, Tufts to Oxford NA -$ -$ -$ 2,800,000$ -$ -$ 2,800,000$
39 PG Tier 3 PW Neighborhood Street Lighting by
Area
NA -$ -$ 150,000$ 150,000$ 200,000$ 200,000$ 700,000$
40 PJ Tier 3 PW Rail Trail Segment 1 Bridge (Big Dry
Creek - Oxford Station)
NA -$ -$ -$ 500,000$ 1,500,000$ -$ 2,000,000$
41 PJ Tier 3 PW Rail Trail Segment 2 (Oxford
Station - S. Platte River Trail)
NA -$ -$ -$ 400,000$ 3,500,000$ -$ 3,900,000$
42 PJ Tier 3 PW Rail Trail Segment 3 (S. Platte River
Trail - W. Bates Ave.)
NA -$ -$ -$ 350,000$ 3,500,000$ -$ 3,850,000$
43 Subtotals PIF Slide 4 $ - $ - $ 850,000 $ 9,250,000 $ 12,450,000 $ 450,000 $ 23,000,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 125 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
44 PJ Tier 3 PW Reconstruction of East Paseo NA -$ -$ -$ 300,000$ -$ -$ 300,000$
45 PJ Tier 3 PW Southwest Greenbelt Trail (S.
Cherokee St. - S. Windermere St.)
NA -$ -$ -$ 350,000$ 3,000,000$ -$ 3,350,000$
46 PG Tier 3 PW Street Lights and Furniture
repair/replacement
NA -$ -$ 50,000$ 50,000$ 50,000$ 50,000$ 200,000$
47 PG Tier 3 PW Street Reconstruction NA -$ -$ 500,000$ 500,000$ 500,000$ 500,000$ 2,000,000$
48 PG Tier 3 PW Traffic Signal Replacement NA -$ -$ 750,000$ 750,000$ 750,000$ 750,000$ 3,000,000$
49 PG Tier 3 PW Transportation System Upgrade NA -$ -$ 75,000$ 75,000$ 100,000$ 100,000$ 350,000$
50 Subtotals PIF Slide 5 $ - $ - $1,375,000 $ 2,025,000 $ 4,400,000 $1,400,000 $ 9,200,000
51 Subtotals PIF Slide 4 $ - $ - $ 850,000 $ 9,250,000 $12,450,000 $ 450,000 $ 23,000,000
52 Subtotals PIF Slide 3 $ - $ - $1,425,000 $ 4,640,000 $13,300,000 $ 300,000 $ 19,665,000
53 Subtotals PIF Slide 2 $ - $17,075,000 $3,225,000 $ 3,600,000 $ 8,350,000 $3,300,000 $ 35,550,000
54 Subtotals PIF Slide 1 $5,770,000 $ 5,170,000 $2,330,000 $ 2,530,000 $ 2,535,000 $2,540,000 $ 15,705,000
55 PIF Grand Total $5,770,000 $22,245,000 $9,205,000 $22,045,000 $41,035,000 $7,990,000 $ 103,120,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 126 of 386
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PJ Tier 1 IT Badge System One-Time 725,000$ 725,000$ -$ -$ -$ -$ $725,000
2 PJ Tier 1 IT Freedom of Information Act
(FOIA) Colorado Open Records
Act (CORA) Portal
Ongoing 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ $125,000
3 PG Tier 1 IT Network Development IT Ongoing 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ $750,000
4 PG Tier 1 IT PC Replacement IT Ongoing 125,000$ 125,000$ 225,000$ 225,000$ 125,000$ 125,000$ $825,000
5 PJ Tier 1 IT Phone System Replacement
(Implementation)
One-Time 500,000$ 500,000$ 75,000$ 75,000$ 75,000$ 75,000$ $800,000
6 PJ Tier 1 IT HR Workforce Management Tool
(2024 Implementation Cost)
One-Time 222,000$ 222,000$ 62,000$ 62,000$ 62,000$ 62,000$ $470,000
7 PG Tier 1 PRLG Emerald Ash Borer Mitigation Ongoing 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ $250,000
8 PG Tier 1 PRLG Art in Public Places 1% Recreation Ongoing 32,625$ 39,825$ 48,185$ 25,700$ 19,600$ 19,000$ $152,310
9 PG Tier 1 PW ADA Compliance Projects Ongoing 100,000$ 100,000$ 150,000$ 150,000$ 150,000$ 150,000$ $700,000
10 PG Tier 1 PW Facilities and Operations Ongoing 1,567,500$ 1,567,500$ 2,058,500$ 835,000$ 325,000$ 325,000$ $5,111,000
11 PG Tier 1 PW Security Civic Center and Rec
Center
Ongoing $ 20,000 20,000$ 20,000$ 20,000$ 20,000$ $- 80,000$
12 PG Tier 2 IT Security Cameras IT NA $- 25,000$ 25,000$ 25,000$ 25,000$ $- 100,000$
13 PJ Tier 2 PW Facility Backup Generators NA $- 700,000$ 925,000$ $- $- $- 1,625,000$
14 PG Tier 2 PW Annual Common Area Furniture
Replacement
NA $- 15,000$ 15,000$ 15,000$ 15,000$ $- 60,000$
15 PJ Tier 2 PW Civic Center 2nd Floor Carpet
Replacements
NA $- $- 100,000$ $- $- $- 100,000$
16 PG Tier 3 IT Fiber Network NA $- $- 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 4,000,000$
17 Totals $ 3,517,125 4,022,325$ 4,866,685$ 2,595,700$ 1,979,600$ 1,919,000$ 15,383,310$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
2024-2028 Tier 1 Capital Projects
Capital Projects Fund (31)Page 127 of 386
Overview of Other Funds
Page 128 of 386
2024 Governmental Funds
D E F 2=D+E-F G H 3= 2+G-H
Current Forecast Current Forecast
Jan 1, 2023 Estimate Estimate Dec 31, 2023 Proposed Proposed Dec 31, 2024
Balance Sources Uses Balance Sources Uses Balance
Special Revenue Funds
03 Conservation Trust Fund 2,002,613$ 430,000$ 2,078,997$ 353,616$ 922,140$ 1,068,780$ 206,976$
04 Donors Fund 796,693$ 17,100$ 210,500$ 603,293$ 72,100$ 400,500$ 274,893$
07 Parks & Recreation Trust Fund 139,126$ 2,500$ 15,000$ 126,626$ 2,500$ 15,000$ 114,126$
08 Malley Center Trust Fund 450,160$ 3,000$ 35,000$ 418,160$ 3,000$ 35,000$ 386,160$
10 Open Space Fund 2,428,827$ 1,813,177$ 2,394,461$ 1,847,543$ 1,600,000$ 1,312,195$ 2,135,348$
Totals 5,817,419$ 2,265,777$ 4,733,958$ 3,349,238$ 2,599,740$ 2,831,475$ 3,117,503$
Debt Service Funds
20 Rec General Obligation Bond 76,170$ 562,750$ 638,920$ -$ -$ -$ -$
25 Police General Obligation Bond 58,198$ 2,221,370$ 2,232,300$ 47,268$ 2,253,250$ 2,233,300$ 67,218$
Totals 134,368$ 2,784,120$ 2,871,220$ 47,268$ 2,253,250$ 2,233,300$ 67,218$
GOVERNMENTAL FUND TYPE
(Fund Balance* = Total Assets - Total Liabilities)
Replacement of the Belleview Train is included in the 2024 proposed uses of the Conservation Trust Fund and funding is from the $0.5M
General Fund Transfer of the remaining Metropolitan Football Stadium Denver Broncos Sale Proceeds ($1.1M) received in September 2022Page 129 of 386
2024 Proprietary Funds
D E F 2=D+E-F G H 3= 2+G-H
Current Forecast Current Forecast
Jan 1, 2023 Estimate Estimate Dec 31, 2023 Proposed Proposed Dec 31, 2024
Balance Sources Uses Balance Sources Uses Balance
Enterprise Funds
40 Water Fund 23,057,726$ 15,102,951$ 20,261,850$ 17,898,827$ 32,130,000$ 47,482,420$ 2,546,407$
41 Sewer Fund 6,587,464$ 29,443,825$ 25,775,697$ 10,255,592$ 26,411,000$ 29,018,817$ 7,647,775$
42 Storm Drainage Fund 30,078,799$ 3,399,000$ 8,920,412$ 24,557,387$ 3,637,000$ 26,060,160$ 2,134,227$
43 Golf Course Fund 219,404$ 2,733,746$ 2,701,051$ 252,099$ 2,986,190$ 2,931,941$ 306,348$
44 Concrete Utility Fund 1,948,077$ 1,148,000$ 974,118$ 2,121,959$ 1,148,600$ 1,172,298$ 2,098,261$
45-46 Housing Rehabilitation Fund 1,137,676$ 140,275$ 231,900$ 1,046,051$ 140,325$ 293,000$ 893,376$
Totals 63,029,146$ 51,967,797$ 58,865,028$ 56,131,915$ 66,453,115$ 106,958,636$ 15,626,394$
Internal Service Funds
61 ServiCenter Fund 244,172$ 2,452,996$ 2,398,420$ 298,748$ 2,602,310$ 2,582,630$ 318,428$
62 Capital Equipment Replacement 4,149,101$ 1,405,962$ 2,642,876$ 2,912,187$ 1,070,591$ 2,466,534$ 1,516,244$
63 Risk Management Fund 1,581,637$ 1,564,000$ 2,183,978$ 961,659$ 1,557,423$ 2,424,324$ 94,758$
64 Employee Benefits Fund 858,186$ 6,925,000$ 6,837,400$ 945,786$ 7,108,981$ 7,225,117$ 829,650$
Totals 6,833,096$ 12,347,958$ 14,062,674$ 5,118,380$ 12,339,305$ 14,698,605$ 2,759,080$
PROPRIETARY FUND TYPE
(Funds Available Balance* = Current Assets - Current Liabilities + Current Principal Portion of Debt Service)Page 130 of 386
APPENDIX
1) 2023 Amended Budget in terms of One-Time
and Ongoing Revenue and Expenditures
2) June 26th Department Presentation Updates
Noted in RED FontPage 131 of 386
Fiscal Responsibility
$40,000,000
$45,000,000
$50,000,000
$55,000,000
$60,000,000
$65,000,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
General Fund Revenues and Expenditures 2012-2022
Expenditures Revenues
Revenue CAGR
2012-2022: 4.8%
2017-2022: 6.6%
2012-2017: 3.3%
Expenditure CAGR
2012-2022: 3.6%
2017-2022: 5.8%
2012-2017: 1.5%
2012-2022 Unaudited Compound Annual Growth Rate (CAGR)
General Fund Revenue CAGR ~ 4.8%
General Fund Expenditures CAGR ~ 3.6%
CPI All Items / Denver-Aurora-Lakewood CO CAGR ~ 3.1%
2012-2017 Compound Annual Growth Rate (CAGR)
General Fund Revenue CAGR ~ 3.3%
General Fund Expenditures CAGR ~ 1.5%
CPI All Items / Denver-Aurora-Lakewood CO CAGR ~ 2.6%
2017-2022 Unaudited Compound Annual Growth Rate (CAGR)
General Fund Revenue CAGR ~ 6.6%
General Fund Expenditures CAGR ~ 5.8%
CPI All Items / Denver-Aurora-Lakewood CO CAGR ~ 3.6%Page 132 of 386
Property Tax: Temporary Assessment Rate Reduction in 2023 and 2024
Temporary assessment rate reduction for 2022 and
2023 Property Tax Years collected in 2023 and 2024
respectively (unless otherwise reduced by an
initiated measure)
Senate Bill 23-303 –Effective January 1, 2023
through December 31, 2032 (10 years) *
Property Category for
Reduced Assessment
Rate
1/1/2021
Payable in
2022 and
2025+
SB21-293 SB22-238 SB23-303
1/1/2022
Payable in
2023
1/1/2023
Payable in
2024
1/1/2023
Payable in
2024
Residential 7.15%6.95%6.765%6.7%
Multi-Family 7.15%6.8%6.765%6.7%
Non-Residential 29%26.4%27.9%26.9%
* SB23-303 Assessment Rate reduction is contingent on the passage of Proposition HH on November 7, 2023Page 133 of 386
1) 2024 and 2023 Amended Budget
General Fund Revenue, Expenditures and
Fund Balance in terms of One-Time versus
Ongoing
Page 134 of 386
General Fund: One-Time vs Ongoing (in millions)
2024 General Fund Proposed Budget One-Time Ongoing Total
•Revenues $ 0.5 $69.4 $69.9
•Expenditures $ 0.4 $69.8 $70.2
Net Revenues (Expenditures)$ 0.1 ($ 0.4)($ 0.3)
Other Financing Sources (Uses)
Net Transfers In (Out)-PIF ($5.0)($ 0.0)($5.0)
Change in Fund Balance –Net Sources (Uses)($4.9)($0.4)($5.3)
Beginning Fund Balance $23.3
Ending Fund Balance $18.0
PIF=Public Improvement FundPage 135 of 386
2024 General Fund Sources of Funds (in millions)One-Time Ongoing Total
•Taxes $ 0.0 $56.5 $56.5
•Licenses and Permits $ 0.0 $ 1.5 $ 1.5
•Intergovernmental $ 0.1 $ 1.2 $ 1.3
•Charges for Services $ 0.0 $ 7.1 $ 7.1
•Fines and Forfeitures $ 0.0 $ 0.4 $ 0.4
•Investment Income $ 0.0 $ 0.4 $ 0.4
•Other Income $ 0.4 $ 0.4 $ 0.8
•Transfers In -PIF $ 0.1 $ 0.0 $ 0.1
•Contribution from Component Unit (EMRF)$ 0.0 $ 1.9 $ 1.9
TOTALS –2024 Proposed Budget $ 0.6 $69.4 $70.0
General Fund Sources Budget: One-Time vs Ongoing
PIF=Public Improvement FundPage 136 of 386
2024 General Fund Uses of Funds (in millions)One-Time Ongoing Total
•Personnel $ 0.1 $43.3 $43.4
•Commodities $ 0.0 $ 2.7 $ 2.7
•Contractual $ 0.2 $21.0 $21.2
•Capital $ 0.1 $ 2.7 $ 2.8
•Debt Service $ 0.1 $ 0.0 $ 0.1
•Transfers Out-PIF $ 4.7 $ 0.0 $ 4.7
•Contribution to Component Unit (EDDA)$ 0.0 $ 0.4 $ 0.4
TOTALS –2024 Proposed Budget $ 5.2 $70.1 $75.3
General Fund Uses Budget: One-Time vs Ongoing
PIF=Public Improvement FundPage 137 of 386
General Fund: One-Time vs Ongoing (in millions)
2023 General Fund Amended Budget One-Time Ongoing Total
•Revenues $ 0.5 $65.5 $66.0
•Expenditures $ 0.3 $64.4 $64.7
Net Revenues (Expenditures)$ 0.2 $ 1.1 $ 1.3
Other Financing Sources (Uses)
Net Transfers In (Out)($ 3.2)($ 0.1)($ 3.3)
Change in Fund Balance –Net Sources (Uses)($ 3.0)$ 1.0 ($ 2.0)
Beginning Fund Balance $24.1
Ending Fund Balance $22.1Page 138 of 386
2023 General Fund Sources of Funds One-Time Ongoing Total
•Taxes $ 0.0 $52.6 $52.6
•Licenses and Permits $ 0.0 $ 1.4 $ 1.4
•Intergovernmental $ 0.1 $ 1.3 $ 1.4
•Charges for Services $ 0.0 $ 7.1 $ 7.1
•Fines and Forfeitures $ 0.0 $ 0.5 $ 0.5
•Investment Income $ 0.0 $ 0.1 $ 0.1
•Other Income $ 0.4 $ 0.4 $ 0.8
•Transfers In $ 0.1 $ 0.0 $ 0.1
•Contribution from Component Unit (EMRF)$ 0.0 $ 1.8 $ 1.8
TOTALS –2023 Amended Budget $ 0.6 $65.5 $66.1
General Fund Sources Budget: One-Time vs Ongoing
Page 139 of 386
2023 General Fund Uses of Funds One-Time Ongoing Total
•Personnel $ 0.0 $37.8 $37.8
•Commodities $ 0.0 $ 2.4 $ 2.4
•Contractual $ 0.2 $21.1 $21.3
•Capital $ 0.1 $ 3.0 $ 3.1
•Debt Service $ 0.0 $ 0.1 $ 0.1
•Transfers Out $ 3.2 $ 0.0 $ 3.2
•Contribution to Component Unit (EDDA)$ 0.0 $ 0.2 $ 0.2
TOTALS –2023 Amended Budget $ 3.5 $64.6 $68.1
General Fund Uses Budget: One-Time vs Ongoing
Page 140 of 386
2) June 26th Preliminary 2024 Budget Requests
Department Presentation Order
•Communications Department
•Parks, Recreation, Library and Golf
Department
•Police Department
•Public Works Department
•Utilities Department
•South Platte Renew
•Administration Department
•City Attorney’s Office
•Municipal Court
•Human Resources Department
•Finance Department
•Information Technology Department
•Community Development Department
Page 141 of 386
Enhancement Defined
•New or expanded program or service costs (other than due to inflationary price
increases above the 2022 actuals as adjusted by the Consumer Price Index (CPI) for 2023
and 2024). Examples include some or all of the following:
•New or repurposed FTEs
•Expanding existing or adding consulting/contractual services
•New or increased operating expenditures such as office supplies, materials or other
supplies to carryout the tasks of the program or services (volume based)
•New or additional office furniture, vehicles, and/or equipment
Note: CPI adjustments = 1.086 (2023 CPI of 1.049 * 2024 CPI of 1.035)Page 142 of 386
Summary of Preliminary 2024 Enhancements
Department FTEs Ongoing One-Time Total
Administration 1.5
1.9
$77,619
$108,320
$148,431
$101,450
$226,050
$209,770
City Attorney’s Office 0.0 $0 $0 $0
Municipal Court 0.0 $0 $0 $0
Human Resources 0.0
0.5
$3,000
$133,000
$0 $3,000
$133,000
Finance 0.0 $58,850
$70,980
$15,000
$26,000
$73,850
$96,980
Information Technology 0.5
4.5
$241,734
$612,604
$64,383
$140,883
$306,117
$753,487
Community Development 0.0 $0 $47,000
$72,000
$47,000
$72,000
Communications 1.0 $55,400
$54,000
$0 $55,400
$54,000
Department Enhancements Subtotal (1)3.0 $436,603 $274,814 $711,417Page 143 of 386
Summary of Preliminary 2024 Enhancements
Department FTEs Ongoing One-Time Total
Parks, Recreation, Library and Golf 1.0
3.5
$110,025
$313,666
$0
$10,000
$110,025
$323,666
Police 0.0
2.0
$30,000
$236,405
$0
$170,000
$30,000
$406,405
Public Works 1.0 $168,100
$150,000
$300,000
$385,000
$168,100
$535,000
Utilities –Water Fund 0.5 $296,250 $600,000 $896,250
Utilities –Sewer Fund 0.0 $69,000 $0 $69,000
South Platte Renew 0.0 $0 $0 $0
Department Enhancements Subtotal (2)2.5 $673,375 $900,000 $1,573,375
Department Enhancements Subtotal (1)3.0 $436,603 $274,814 $711,417
GRAND TOTALS 5.5 $1,109,978 $1,174,814 $2,284,792Page 144 of 386
Administration Department
Overview
Page 145 of 386
Department Overview
City Manager's Office Mission Statement:
To assist City Council in creating and implementing a community vision, goals,
and policies while providing leadership to City staff that ensures the efficient
and effective use of City resources, outstanding service delivery, focus on
community engagement, and a sense of purpose and fulfillment for City
employees.
City Clerk's Office Mission Statement:
To serve the Citizens, Council, staff and visitors in an efficient, courteous, and
professional manner, while performing he functions and duties of the office in
accordance with state and municipal laws.To be ever mindful of our
neutrality and impartiality by rendering equitable services to all with emphasis
on ethics, integrity, and professionalism while committed to quality customer
service, innovation and easy to access public recordsPage 146 of 386
Organizational Structure
City Manager's Office
o City Manager (1 FTE)
o Deputy City Manager (1 FTE)
o Executive Assistant (1 FTE)
o Sustainability Coordinator (1 FTE-.2
funded by the City of Sheridan)
City Clerk's Office
o City Clerk (1 FTE)
o Senior Deputy City Clerk (1 FTE)
o Deputy City Clerk (1 FTE)
o Records Management Coordinator (1 FTE)
o Customer Experience Assistants (4 .5
FTEs)Page 147 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsThe Department supports the goals and projects included in this outcome area through the oversight of the
Communications Department.
Infrastructure &
Transportation
The Department supports the goals and projects included in this outcome area through the oversight ofthe Utilities
and Public Works Departments
EconomyThe Department supports the goals and projects included in this outcome area through the oversight of the
Community Development Department
SafetyAs the holder of the Emergency Management contract with Arapahoe County, the Department oversees the
implementation of the Responding to Emergencies goal, and supports the other goals in this outcome area.
Sustainability The Sustainability Coordinator, housed in this department, coordinates all projects in this outcome area, staffs the
Sustainability Commission, and manages sustainability-related projects.
Community
Wellbeing
The City Administration Department plays a role in coordinating goals in this outcome area including Homelessness
Services and Mitigation and Affordable Housing, and plays a key role in coordinating other goals such as Food
System, Affordability, and Placemaking
Governance
The Department supports all goals in this outcome area, leading the One Mission, Diversity and Inclusion, and Safe
and Inviting Workspaces goals, and playing supporting roles in the Policies and Procedures, Employee Engagement,
Internal Communication, Staff Training and Development, Revenue and Finances, Community Engagement, and
Employee EngagementPage 148 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
#1-SUSTAINABILITY-Air Quality Sensor 0.0 $3,000 $0 $3,000
#2-SUSTAINABILITY-Sustainability Fellow Program 0.4 $16,640
$17,913
$5,000
$0
$21,640
$17,913
#3-SUSTAINABILITY-Sustainability Grant Program 0.0 $6,000 $0 $6,000
#4-SUSTAINABILITY-Employee Green Commute Program Pilot 0.0 $6,000 $0 $6,000
#5-SUSTAINABILITY-Sustainability Commission (cost neutral-moving funds
from the Legislation Department to the City Administration Department)
0.0 $76,100
(not
included in
total)
$0 $76,100 (not
included in
total)
#6-CITY CLERK-Election Budget 0.0 $10,000
$0
$0
$10,000
$10,000
Page 149 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
#7-CITY CLERK-Customer Experience Assistant 0.5 $60,680
$56,619
$0 $60,680
$56,619
#8-CITY CLERK-Passport Mailing Costs 0.0 $6,000 $0 $6,000
#9-CITY CLERK-Document Scanning Costs (Contingency Fund request-not
included in the department's budget)
0.0 $0 $37,525 (Not
included in
total)
$37,525 (Not
included in
total)
#10-CITY MANAGER'S OFFICE-Management Fellow 1.0 $0 $91,450
$95,906
$91,450
$95,906
#11-CITY MANAGER'S OFFICE-Affinity Groups 0.0 $0 $5,000 $5,000
TOTALS 1.9
1.5
$108,320
$77,619
$101,450
$148,431
$209,770
$226,050
Page 150 of 386
#1-SUSTAINABILITY-Air Quality Sensor
•Request:Air Quality Sensor ($3,000)
•Department
/Division:
City Administration/ City Manager's Office (Sustainability)
•Priority:High
•Personnel:0
•Budget:Ongoing
$3,000
One-Time
$
Total
$3,000
•Technology:$$$
•Facilities:$$$
•Description:The City is currently part of the regional Love My Air program, hosted by Adams
County.These air sensors have been free for two years, but with the program
growing the program administrator has requested participating cities begin to
self-fund. This is due to the program aiming to grow in participation with other
entities. $3,000 will cover one of the two sensors the city currently has.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 151 of 386
#2-SUSTAINABILITY-Sustainability Fellow
•Request:Sustainability Fellow Program $21,640)
•Department
/Division:
City Administration City Manager's Office (Sustainability)
•Priority:High
•Personnel:.4 FTE
•Budget:Ongoing
$16,640
$17,913
One-Time
$0
Total
$16,640
$17,913
•Technology:$$5,000 $5,000 (~$5,000 per New FTE)
•Facilities:$$$
•Description:Two current undergraduate or graduate students, or recent graduates, would
provide support in achieving key goals in the sustainability section of the City's
strategic plan.The positions are unbenefited at a rate of $20 per hour, 16 hours
a week, with one fellow serving for the first half of the year and the other
serving for the last half of the year.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 152 of 386
#3-SUSTAINABILITY-Grant Program
•Request:Sustainability Grant Program ($6,000)
•Department
/Division:
City Administration/ City Manager's Office (Sustainability)
•Priority:Medium
•Personnel:0
•Budget:Ongoing
$6,000
One-Time
$
Total
$6,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:This funding would go towards launching the City of Englewood's first ever
Sustainability Grant Program. This program would be similar to the
Neighborhood grant program where residents and businesses can submit
project proposals to receive funding for sustainability-related initiatives.Like
the Neighborhood grant program, this funding would continue to grow pride
in Englewood, centered around sustainability initiatives.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 153 of 386
#4-SUSTAINABILITY-Green Commute Program
•Request:Employee Green Commute Program Pilot ($6,000)
•Department
/Division:
City Administration/ City Manager's Office (Sustainability)
•Priority:High
•Personnel:0
•Budget:Ongoing
$6,000
One-Time
$0
Total
$6,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Funding to help establish an internal employee green commute program with the
help of DRCOG. These funds qualify for the Alternative Transportation Tax Credit
(HB22-1026), which would result in 50% of these funds coming back to the city,
resulting in the true cost of the program being $3,000. This would directly apply to
strategic plan project to, "Investigate initiating a city employee “green commute”
program / providing green commute incentives."
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 154 of 386
#5-SUSTAINABILITY-Sustainability Commission
•Request:Moving the Sustainability Commission Budget from the Legislation budget
(Account 02.0110) to the City Administration Department budget (Account
02.0201)
•Department/
Division:
City Administration/ City Manager's Office (Sustainability)
•Priority:High
•Personnel:0
•Budget:Ongoing
$76,100
One-Time
$
Total
$76,100
This budget request is neutral from
the amount appropriated in 2022
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:This cost-neutral proposal would move funding that currently exists under to the City
Administration Department's budget.This move would eliminate confusion around the
Sustainability Commission's role in budgeting, and allow the Sustainability Coordinator
to formally oversee this budget with input from the Sustainability Commission.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 155 of 386
#6-CITY CLERK -Election Budget
•Request:$10,000 increase to the election budget
•Department
/Division:
City Administration Department/ City Clerk's Office
•Priority:Medium
•Personnel:0
•Budget:Ongoing
$10,000
$0
One-Time
$0
$10,000
Total
$
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:$10,000 is being requested to increase the election budget in the City Clerk's
Office from $35,000 to $45,000.While some elections are planned,
contingency is not currently included in this line item for special elections, as
the fact that 2024 is a presidential election year.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 156 of 386
#7-CITY CLERK-Customer Experience Assistant
•Request:Full-time Customer Experience Assistant ($60,860)
•Department/
Division:
City Administration/ City Clerk's Office
•Priority:Medium
•Personnel:.5 (Increase of existing part-time pay from $20/hr to $22hr and increasing the number
of hours per week from 20 to 40-$24,960 and benefits-$15,100.
•Budget:Ongoing
$60,860
$56,619
One-Time
$0
Total
$60,860
$56,619
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Currently, four half-time Customer Experience Assistants (CEAs) in the City Clerk's Office manage
the Hub (reception desk), phone calls from the City's main line, emails to the City's general email
box, room reservations, passport acceptance services, and mail services for all City
departments.Increasing one of the four part-time positions to full-time will allow for increased
passport acceptance facility hours for the City, which will increase revenue.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding
within 1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 157 of 386
#8-CITY CLERK-Passport Mailing Costs
•Request:Passport Mailing Costs ($6,000)
•Department
/Division:
City Administration/ City Clerk's Office
•Priority:Urgent
•Personnel:0
•Budget:Ongoing
$6,000
One-Time
$
Total
$6,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:As a passport acceptance agent, the City Clerk's Office is required to send
passport applications to the U.S. State Department on a daily basis.This
minimal cost will be offset from revenue from $35 passport application fees
and $15 passport photograph fees, which is estimated to be in excess of
$120,000 for 2024, based on two months of this program in 2023.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 158 of 386
#9-CITY CLERK-Document Scanning
•Request:Document Scanning (Contingency Fund-$37,525)
•Department/
Division:
City Administration/ City Clerk's Office (Contingency Fund)
•Priority:Urgent
•Personnel:0
•Budget:Ongoing
$
One-Time
$37,525
Total
$
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:The City Clerk's Office reached out to City Departments to determine needs and costs
relative to document scanning, hoping to achieve economies of scale by conducting
one procurement and selecting one vendor. As several departments are requesting this
service for their documents, the City Clerk's Office proposes that Council consider
allocating $37,526 from the contingency fund for the first year of this five-year process,
with an estimated total cost of $187,628.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 159 of 386
#10-CITY MANAGER -Management Fellow
•Request:Pilot Management Fellow ($91,450)
•Department/
Division:
•Priority:High
•Personnel:One full-time equivalent position-$86,450 (salary-$65,000 and benefits-$21,450)
•Budget:Ongoing
$
One-Time
$86,450
$95,906
Total
$86,450
$95,906
•Technology:$$5,000 $5,000 (~$5,000 per New FTE)
•Facilities:$$$
•Description:One time funding to establish a management fellow position to support the
growth of a recent public administration graduate while providing critical support
to the City Manager's Office and other City departments in conducting research
and analysis and developing, implementing, and monitoring new initiatives.This
is a one-time request for a one-year fellowship to determine the feasibility of the
program.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 160 of 386
#11-CITY MANAGER –Affinity Groups
•Request:Affinity Groups $5,000)
•Department
/Division:
City Administration/ City Manager's Office
•Priority:Three
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$
One-Time
$5,000
Total
$
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Funding will support a pilot program to develop employee clubs and affinity
groups to help move forward strategic plan goals related to employee
engagement and diversity, equity, and inclusion.Employee groups would be
able to apply for funding (up to $500 per year) for the establishment of clubs
and affinity groups.Funds would be used to pilot this program and determine
its feasibility for future years.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 161 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
Colorado Open
Records Act
(CORA) requests
$30.00
per hour
after the
first hour;
25 cents
per page
$30.00 per
hour after
the first h
our;25
cents per
page
$0
0.0%
$0
0.0%
State law allows cities to charge a minimal
amount more than the fee charged by the state
Annual
Marijuana
License Fees
$1,500 $1,500 $0
0.0%
$0
0.0%
Increased from $1,000 in 2022 to $1,500 in 2023
based on survey data from other cities in the
region.
Annual
Marijuana
Application Fee
$1,500 $1,500 $0
0.0%
$0
0.0%
Increased from $1,000 in 2022 to $1,500 in 2023
based on survey data from other cities in the
regionPage 162 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
Fermented Malt
Beverages
Renewal Fee
$403.75 $403.75 $0
0.0%
$0
0.0%
$103.75 is regulated by the state.The City could
change the $30.00 occupational tax through a
vote
Fermented Malt
Beverage On-
Premise
Renewal Fee
$553.75 $553.75 $0
0.0%
$0
0.0%
$103.75 is regulated by the state.The City could
change the $450.00 occupational tax through a
vote
Club Renewal
Fee
$591.25 $591.25 $0
0.0%
$0
0.0%
$141.25 is regulated by the state.The City could
change the $450.00 occupational tax through a
vote
Restaurant
Renewal Fee
$825.00 $825.00 $0
0.0%
$0
0.0%
$175.00 is regulated by the state.The City could
change the $650.00 occupational tax through a
votePage 163 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
Retail Liquor
Store Renewal
Fees
$422.50 $422.50 $0
0.0%
$0
0.0%
$122.50 is regulated by the state.The City could
change the $300.00 occupational tax through a
vote.
Tavern Renewal
Fees
$825.00 $825.00 $0
0.0%
$0
0.0%
$175.00 is regulated by the state.The City could
change the $300.00 occupational tax through a
vote
Beer and Wine
Renewal Fee
$598.75 $598.75 $0
0.0%
$0
0.0%
$148.75 is regulated by the state.The City could
change the $450.00 occupational tax through a
vote.
U.S. passport
application fee
$35.00 $35.00 $0
0.0%
$0
0.0%
New fee in 2023.Appointments are typically
filled two weeks before the start of each month,
with estimated revenues of approximately
$10,000 per monthPage 164 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
U.S. passport
photograph fee
$15.00 $15.00 $0
0.0%
$0
0.0%
Optional fee for passport applicants who are in
need of photos for their passport application
Special event
permit
$100.00 $100.00 $0
0.0%
$0
0.0%
Allows nonprofit and community organizations to
obtain a liquor license for a specific event
Festival permit $150.00 $150.00 $0
0.0%
$0
0.0%
Established in 2022, and allow establishments
with existing liquor licenses to pull a permit to
sell outside of their business at an event
Change of
manager for a
hotel/restauran
t (liquor)
$30.00 $30.00 $0
0.0%
$0
0.0%Page 165 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
Change of
location (liquor)
$750.00 $750.00 $0
0.0%
$0
0.0%
New license
(liquor)
$1,000 $1,000 $0
0.0%
$0
0.0%
Transfer license
(liquor)
$750.00 $750.00 $0
0.0%
$0
0.0%Page 166 of 386
Questions and/or Comments
Page 167 of 386
City Attorney’s Office (CAO)
Overview
Page 168 of 386
Department Overview
Mission:The City Attorney provides professional, accurate, effective and
efficient legal services to the City of Englewood, Colorado.
The City Attorney’s Office is the primary legal adviser to the City of Englewood, which
encompasses the City’s elected and appointed officials, the Mayor, City Council, City Clerk
and all City departments, agencies, boards, commissions, and committees. The City
Attorney’s responsibilities include the drafting, review, revision, and approval of all City
legal documents, such as legislation, contracts, easements, and deeds; negotiation with
collective bargaining units; advising regarding the City’s expansive water portfolio and
Enterprise Funds (including stormwater, water, wastewater, golf, concrete, and housing
rehabilitation); ensuring City compliance with applicable law; identifying and
implementing best practices to respond to emerging legal issues; and responding to
requests for legal opinions from the City Council, City Manager, and other City department
heads. The City Attorney also provides prosecution services in Municipal Court, and
additional legal services to the City’s component units, Englewood Urban Renewal
Authority, Englewood Environmental Foundation, Inc. (EEF), and Englewood McClellan
Reservoir Foundation, Inc. (EMRF).Page 169 of 386
Organizational Structure
Division I
City Attorney’s Office
•City Attorney (1 FTE)
•Deputy City Attorney (1 FTE)
•Assistant City Attorney (1 FTE)
•Executive Assistant/Paralegal (1 FTE)
•Temporary, Seasonal Summer Intern
Division II
City Prosecutor’s Office
• Assistant City Attorney: Risk Management
and City Prosecutor Duties (1 FTE; .5 Risk
Management, .5 Prosecutor)*
* Proposed, in lieu of 1 FTE Prosecutor, and
1 FTE Prosecution Clerk
Page 170 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsThe CAO provides legal services and advice to CD department, and ensures compliance with applicable
law
Infrastructure &
Transportation
The CAO provides legal services and advice to PW department, and ensures compliance with
applicable law
EconomyThe CAO provides legal services and advice to CD, Finance, and various other departments, and
ensures compliance with applicable law
Safety
The Municipal Court Prosecutor prosecutes violations of Municipal Code in Municipal Court, including
traffic, sales tax, code enforcement, misdemeanors.Proposed Risk Management position improves
safety for all employees by identifying and implementing best practices that pose safety risks.
Sustainability The CAO provides legal services and advice to Utilities, SPR and other departments, and
ensures compliance with applicable law
Community
Wellbeing
The CAO provides legal services and advice to City Council; responds to citizen comment regarding
wellbeing
GovernanceThe CAO provides legal services and advice to City Council, City Manager, City Clerk; drafts
legislation;responds to citizen commentPage 171 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
N/A 0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
TOTALS 0.0 $0 $0 $0Page 172 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
N/A OngoingOne-Time OngoingOne-Time Ongoing One-Time
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%Page 173 of 386
Questions and/or Comments
Page 174 of 386
Municipal Court Overview
Page 175 of 386
Department Overview
Page 176 of 386
Presiding Judge
Joe Jefferson
Evan Venrick
Deputy Court
Administrator Christy
Maestas
Community
Justice
Coordinator
Ames
Stenson
Restorative
Justice
Vacant
Court
Navigator
Lead
Court
Specialist
Court
Specialist
Court
Specialist
Court
Specialist
Court
Specialist
Court
Specialist
Kennetha Julien
Court Administrator
Englewood Municipal Court
Associate Judges
Page 177 of 386
Department Overview
Municipal Court
Our mission is to ensure justice with dignity
for all.
Ensuring safety and community needs are
met through fair and efficient judicial
processes and programs.
While punitive sanctions are appropriate
and required in many situations, Englewood
recognizes that many individuals act out in
response to mental health, substance
abuse, homelessness and other personal
complications. Providing rehabilitative and
restorative options can improve both the
individual and community’s concerns.
Municipal Court
Revenues are a byproduct of the Court conducting business, not the purpose of the judicial system.
Revenues have decreased over the past few years based on reduced filings and legislative reforms. It is anticipated that the decrease will remain for 2023 however we expect a slight increase in 2024.
Fines and fees are allocated, set, determined and assessed by the Judge based on the individual case and circumstances. Page 178 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
Neighborhoods
Court engages in various events that support and promote neighborhood connections, including but not limited to Celebrate
Englewood, Englewood Block Party, and Homeless Connection event. Volunteers interact with the court in advisory roles and
community groups for the Restorative Justice Program. Court participated in National Night Out.
Infrastructure &
Transportation
EconomyAs a part of the local legal system, the Court supports economic development and community satisfaction.
Crime affects economic productivity. We help reduce crime and increase public safety which increases economic activity.
SafetyOur Court ensures justice with dignity for all through impartial processes that ensure accountability and enhance public
safety. While recognizing the need for individualized sentences that may include jail, rehabilitation, or restorative processes.
Sustainability With the implementation of eCourt, we are working to go paper light with a future goal of being paperless. We also conduct
virtual hearings allowing for a reduced carbon footprint.
Community
Wellbeing
Our Court Resource Navigator assists Court clients experiencing homelessness and other barriers find resources and
solutions to successfully complete court requirements and provide support for life success. The Restorative Justice Program
focuses on victim-centered, community-based responses to a crime or conflict which create opportunities for accountability,
repairing harm and restoring relationships.
Governance
The Court continuously develops procedures and processes that are efficient and effective, to ensure personal accountability
and individual due process rights as well as comply with legislative mandates. We implemented eCourt in 2021 and rolled
out the online portal for online payment and case searches.Due to technical difficulties the portal was deactivated and will
be relaunched as soon as programming is completed by the vendor.Page 179 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
HB23 1182 : Remote Public Access to Court Proceedings 0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
TOTALS 0.0 $0 $0 $0Page 180 of 386
Enhancement #1 –Remote Public Access
•Request:Remote Public Access to Criminal Proceedings
•Department/Divi
sion:
Municipal Court
•Priority:1
•Personnel:0 requested will be absorbed by current staff
•Budget:Ongoing
$0
One-Time
$0
Total
$0
Will be absorbed in current budget
•Technology:$0 $0 $0 (~$5,000 per New FTE)
•Facilities:$0 $0 $0
•Description:HB23 1182: Remote Public Access To Criminal Court Proceedings
The bill requires all courts in Colorado to provide remote access for the public to
observe any criminal court proceeding conducted in open court.
EMC will utilize YouTube.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 181 of 386
2024 Revenue Proposal
Revenue Fee Line Item2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time Ongoing One-Time Ongoing One-Time
Court Cost (all cases except
deferred prosecution)
$25 $30 $TBD
0.0%
$0
0.0%
Deferred Judgment-Adult $75 $85 $TBD
0.0%
$0
0.0%
Deferred Judgment-Juvenile $50 $65 $TBD
0.0%
$0
0.0%
Probation Cost $100 $100 $0
0.0%
$0
0.0%
Domestic Violence Fee $ 50 $50 $75 $TBD
0.0%
$0
0.0%
Stay Fee $25 $25 $0
0.0%
$0
0.0%
FTA Letter Fee (VB counter
or court)
$20 $20 $0
0.0%
$0
0.0%Page 182 of 386
2024 Revenue Proposal (continued)
Revenue Fee Line Item2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time Ongoing One-Time Ongoing One-Time
Bench Warrant Fee $50 $50 $0
0.0%
$0
0.0%
Witness Fee (citizen)
(Officer –if requested by
City Attorney determined
by court)
$5 $5 $0
0.0%
$0
0.0%
Jury Deposit (deposit
returned if defendant
acquitted)
$25 $25 $0
0.0%
$0
0.0%
Jury Fee (apply jury deposit
= $20 balance)
$45 $45 $0
0.0%
$0
0.0%
School Zone/Construction
Zone Surcharge
$75 Fine
X 1.5
$TBD
0.0%
$0
0.0%
Record Sealing
(adult convictions only)
$65 $65 $0
0.0%
$0
0.0%Page 183 of 386
2024 Revenue Proposal (continued)
Revenue Fee Line Item2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time Ongoing One-Time Ongoing One-Time
Restitution Fees:
Credit Card Payment
<$1,500
>$1,500
<$1,000
>$1,000
$2,500+
Fee for Payment Schedule
$20
$50
$100
NA
NA
$25
$50
$75
$100
$TBD
0.0%
$0
0.0%
Collection Fee (charged by
collection agency in addition
to balance owed to court)
25%25%$0
0.0%
$0
0.0%
Restorative Justice:
Adult
Juvenile
$150
$75
$150
$85
$TBD
0.0%
$0
0.0%
Deferred Prosecution
Case (All)
$0 $75 $TBD
0.0%
$0
0.0%Page 184 of 386
Questions and/or Comments
Page 185 of 386
Human Resources Department
Overview
Page 186 of 386
Department Overview
Mission:To exhibit dynamic leadership and strategic partnership with
departmental leaders to plan and implement human capital solutions to the
City’s business goals by providing and facilitating employee related services
including policy development, recruitment, benefits, compensation, training
& development, and employee & labor relations.
Vision: Create an inclusive, positive, and welcoming working experience for
all team members.Page 187 of 386
Organizational Structure
Operations
o Sr. HR Business Partner –Class and Comp (1 FTE)
o Sr. HR Business Partner –Training and Performance
Management (1 FTE)
o Sr. HR Business Partner –Recruitment (1 FTE)
o Sr. HR Business Partner –Leave Management (1 FTE)
o HR Business Partner –DEI (1 FTE)
Benefits
o Benefits Experience Partner (1 FTE)
HR Administration
o HR Director (1 FTE)
o Department Assistant (1 FTE)
o Data and Records Spec. (.65 FTE)Page 188 of 386
Organizational Structure
Shawn Weiske
Human Resources
Director
HR Operations
Sherry Martin Sr.
HRBP –Training &
Perform. Mgt
Alexa Hahn-Dunn Sr.
HRBP –Class and
Comp
Katie Fowler Sr. HRBP
-Recruitment
Hailey Flexter HRBP –
DEI
Dana Hobaica Sr.
HRBP –Leave
Management
Benefits
Monica Kinnermon
Benefits Experience
Partner
Administration
Courtney Johnson-
Rocho HR
Department Assistant
Jean Bordewyk Data
and Records
Specialist (PT)Page 189 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsThe HR function under governance touches all aspects of the organization through recruiting, compensation, benefit
administration, labor and employee relations, and leave administration.
Infrastructure &
Transportation
The HR function under governance touches all aspects of the organization through recruiting, compensation, benefit
administration, labor and employee relations, and leave administration.
EconomyThe HR function under governance touches all aspects of the organization through recruiting, compensation, benefit
administration, labor and employee relations, and leave administration.
SafetyThe HR function under governance touches all aspects of the organization through recruiting, compensation, benefit
administration, labor and employee relations, and leave administration.
Sustainability The HR function under governance touches all aspects of the organization through recruiting, compensation, benefit
administration, labor and employee relations, and leave administration.
Community
Wellbeing
The HR function under governance touches all aspects of the organization through recruiting, compensation, benefit
administration, labor and employee relations, and leave administration.
GovernanceThe HR function under governance touches all aspects of the organization through recruiting, compensation, benefit
administration, labor and employee relations, and leave administration.Page 190 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Part-Time HRIS Analyst to assist IT with ongoing HRIS maintenance and
provide real-time support to the HR team Removed from Budget
0.5
0.0
$35,000
$0
$0 $35,000
$0
Learning Management System to help support a robust and comprehensive
training and development program at the City Removed from Budget
0.0 $80,000
$0
$0 $80,000
$0
Salary.com will provide the necessary resources to continuously ensure the
City is market competitive and will alleviate the need to conduct another class
and comp study in the near to intermediate future; the IT Department
software maintenance budget includes the $19,000 annual subscription cost
0.0 $0 $0 $0
A pre-employment testing service will help to enhance the success of our
recruitment and selection process by identifying candidates early on with the
necessary skill set for the position and help to hire the best person for the
position. The tests are scientifically validated and are free of bias to ensure we
are meeting our DEI goals.Removed from Budget
0.0 $10,000
$0
$0 $10,000
$0
Emergency Savings Account will allow staff to open a savings account to assist
with financial security and plan for unexpected emergencies.(Reclassified to
the Employees Benefits Fund)
0.0 $8,000
$3,000
$0 $8,000
$3,000
TOTALS 0.5
0.0
$133,000
$3,000
$0 $133,000
$3,000Page 191 of 386
Enhancement #1 -PT HRIS Analyst
•Request:Part-Time HRIS Analyst to assist IT with ongoing HRIS maintenance and provide real-time support to the
HR team
•Department/
Division:
Human Resources
•Priority:1
•Personnel:0.5 0.0
•Budget:Ongoing
$35,000 $0
One-Time
$
Total
$ 35,000 $0
•Technology:$0 $2,500 $0 $2,500 $0 (~$5,000 per New FTE)
•Facilities:$$$
•Description:Given the UKG optimization project, it has become apparent that HR needs an internal resources to help
with the day-to-day functioning of UKG, as well as someone with skills to create dashboards and track
metrics in UKG so we can make data informed decisions. For example, we cannot pull simple turnover
data from UKG. While IT is a great partner, the position in IT is not dedicated to HR; rather, the position is
split among various work groups.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 192 of 386
Enhancement #2 –LMS
•Request:Establish an LMS to help assist with the City's training and development program, including both
self-guided and facilitator led courses
•Department/Divi
sion:
Human Resources
•Priority:1
•Personnel:0
•Budget:Ongoing
$80,000 $0
One-Time
$
Total
$80,000 $0
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Create a comprehensive library of self-guided courses as well as structured/cohort courses that
employees can attend. Our current training offerings are limited due to not having an LMS with
accessible training materials readily available for employees. This system will also serve as a
records management system, tracking all courses completed. It can also integrate with
"homegrown" trainings to ensure a seamless tracking methodology.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 193 of 386
Enhancement #3 –Salary.com
•Request:Compensation database, Salary.com, to help with ongoing support and maintenance of the
anticipated new class and comp structure.
•Department/Divi
sion:
Human Resources
•Priority:1
•Personnel:0
•Budget:Ongoing
$0
One-Time
$
Total
$0
IT Software Maintenance budget includes the
$19,000 annual subscription cost
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Salary.com offers real-time market data access across all industries. Having access to such data will
allow the City to conduct salary surveys at any given time to check market competitiveness. This
can be done on an individual classification basis; also offered with the salary market data is a job
description building tool that will allow supervisors to create job descriptions in a consistent
format.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 194 of 386
Enhancement #4 –PreEmployment Testing
•Request:A service to provide verifiable and validated pre-employment testing services to help with the
recruitment and selection process
•Department/Divi
sion:
Human Resources
•Priority:2
•Personnel:0
•Budget:Ongoing
$10,000 $0
One-Time
$
Total
$10,000 $0
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:To help identify qualified candidates, contract with a entity to provide pre-employment testing
services. These tests can include numerous skills assessments, such as engineering skills, English
and writing skills, IT skills, typing skills, math competency, etc. This will enhance the recruitment
process and help identify high potential candidates for positions.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 195 of 386
Enhancement #5 –Emergency Savings Plan
•Request:Establish an Emergency Savings Plan to help employees save money for emergencies
•Department/Divi
sion:
Human Resources
•Priority:2
•Personnel:0
•Budget:Ongoing
$8,000 $3,000
One-Time
$
Total
$8,000 $3,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Costs are primarily administrative costs associated with establishing and maintaining the savings
account. Employees have expressed concerns about financial stability and the ability to pay for
emergencies when living paycheck to paycheck. Combined with the Class and Comp
implementation, this will help to alleviate some of the financial stress for our staff.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 196 of 386
Questions and/or Comments
Page 197 of 386
Finance Department Overview
Page 198 of 386
Department Overview
Mission:Providing business partners and stakeholders with the financial tools and technical support needed to be well-informed leaders and effective decision-makers.
We add value with accurate and insightful financial information, analysis, and solutions that promote optimal decision-making while maintaining fiscal integrity.Page 199 of 386
Organizational Structure
Finance Department
FTEs Vacant
Net
FTEs Divisions
3.0 0.0 3.0 Administration & Budget
8.75 1.0 7.75 Finance & Accounting
5.0 0.0 5.0 Revenue & Tax Audit
2.0 0.0 2.0 Procurement
18.75 1.0 17.75 Totals
Page 200 of 386
Organizational Structure
Administration & Budget
Administration
•Prepare for, attend and present at City Council and various
board and committee meetings
•Review weekly city-wide finance related
Council Communication/Staff Report Agenda Items
•Respond to Council and citizen requests related to financial
matters
Budget & Financial Analysis
•Develops budget assumptions based on local, state and
nationwide economic indicators
•Works with City Staff to create annual operating and five-
year capital budgets
•Prepares City Council budget communication
clearly outlining estimated revenues and expenditures
•Provide financial analysis to drive informed
decisions related to revenues and expenditures
Administration & Budget
•Director of Finance (1 FTE)
•Budget Administrator (1 FTE)
•Budget and Financial Analyst (1 FTE)Page 201 of 386
Organizational Structure
Finance & Accounting
Operational
•Central Cashiering
•Accounts Payable Processing
•Payroll Processing
Technical
•Annual financial report preparation
•Year -end financial audit
•Provide departments accounting/technical support and
training
•Capital Financing
Risk Management Support
•Property and liability insurance renewal and
claim processing
Finance & Accounting
•Finance Manager (1 FTE)
•Accounting Supervisor (1 FTE)
•AP/Payroll Specialist (1 FTE)
•Senior Accountant (1 FTE)
•Finance Coordinator (1 FTE) -vacant
•Staff Accountant (1 FTE)
•Finance Technician (1 FTE)
•Finance Support Specialists (1.75 FTEs)Page 202 of 386
Organizational Structure
Revenue & Tax Audit
•Taxpayer education and assistance
•Revenue and Licensing platform configuration and
management
•Revenue Administration –sales and use tax, lodging
services tax, marijuana tax, single-use bag fee, basic
local exchange, waste surcharge fee, pawn transaction
fee, et al.)
•Tax audits
•Review and issue Title 4 and Title 5 licenses
•Review and update the Englewood Municipal Code
Titles 4 and 5 as necessary
Revenue & Tax Audit
•Revenue and Tax Audit Supervisor (1 FTE)
•License and Tax Compliance Tech II (1 FTE)
•License and Tax Compliance Tech (1 FTE)
•Sales Tax Auditor (1 FTE)
•Sales Tax Auditor (1 FTE)Page 203 of 386
Organizational Structure
Procurement
Procurement functions:
•Solicitation Management including, but not
limited to,RFI,RFP SOQ,and ITB
•Contract Administration and Management
•Purchase Orders Issuance
Management of:
•Purchasing Cards
•Amazon Business Account (annual fee)
Training for:
•Employees relating to Procurement as
well as Purchasing Card
•Suppliers relating to How to Do Business with the City
of Englewood
Procurement
•Procurement Supervisor (1 FTE)
•Procurement Coordinator(1 FTE)
RFI-Request for Information, RFP-Request for Proposal, SOQ-Statement of Qualifications and
ITB-Invitation to BidPage 204 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsSales and use tax revenue is tracked by eight in-city business areas, providing economic and business performance
data for subsections of the City.
Infrastructure &
Transportation
Update and maintain the city's Capital Improvement Plan in conjunction with thefunding requests for the next five
years and assist with alternative financing options as needed.Align procurement strategies with long-term City
capital and operational priorities to maintain transparent and effective processes.
EconomyIssue licenses to businesses for sales and use tax collections and compliance (Title 4); and for specific types of
businesses as required by the Englewood Municipal Code (Title 5).
SafetyReview license applications and identify businesses that may have additional municipal code requirements of other
city departments and ensure these requirements have been met before license is issued.
Sustainability
Support financial sustainability through the Annual Financial Audit;Annual Comprehensive Finance Report; Annual
Budget; and the Monthly Financial Review.Design and deploy sustainable procurement strategies which encompass
product sourcing,relationship building, reporting and disposal over the life of the goods and services.
Community
Wellbeing
Update and maintain the city's Capital Improvement Plan with the project funding requests for the next five
years and assist with alternative financing options as needed.Maintain a fair and transparent procurement process
to ensure contractor participation.
Governance
Engage in the annual financial audit; provide the Annual Comprehensive Finance Report, Annual Budget and the
monthly financial review; enforce EMC Title 4 and Title 5 in terms of business licensing and tax collections
compliance.Define a Strategic Sourcing Plan to improve procurement agility via streamlining and maintaining a fair,
transparent purchasing process in order to find the best possible values that align with City goals.Page 205 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
#1 -Strategic Sourcing Platform –Ongoing increases 2.5% per year for each
of the subsequent 4 years (included in IT’s Budget 02-0703-54206)
0.0 $0
$17,680
$0
$1,000
$0
$18,680
#2 -Business License Compliance -Temporary/Seasonal Services and
Hearing Officer Services
0.0 $0 $10,000
$15,000
$10,000
$15,000
#3 –Sales Tax Compliance and Revenue Consulting Services 0.0 $20,000 $0 $20,000
#4 –Financial Advisory Services 0.0 $10,000 $0 $10,000
#5 –Yearend Financial Audit Services 0.0 $10,000 $0 $10,000
#6 –Training & Development (Travel, Training and Membership)0.0 $18,850
$18,300
$5,000 $23,850
TOTALS 0.0 $58,850 $15,000 $73,850Page 206 of 386
Enhancement #1 -Strategic Sourcing Platform
•Request:Strategic Sourcing Platform
•Department/
Division:
Finance/Procurement (02-0605)
$18,680 included in IT's 2024 Budget (Account 02-0703-54206)
•Priority:Tier 2 High
•Personnel:N/A
•Budget:Ongoing
$17,680
One-Time
$ 1,000
Total
$18,680
The pricing is for a five (5) year agreement with an
annual subscription price subject to a 2.5% annual
increase over the term of the contract.
Other available pricing options:
•Three-year agreement with an option to renew
for two (2) years $20,615.00
•One-year agreement with an option to renew for
four (4) years $25,050.00
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Currently Procurement utilizes Bidnet for posting solicitations.This solution has limited
functionality.Procurement would like to utilize an automated solution which allows for electronic
bidding with robust audit capabilities, an automated proposal evaluation and scoring module as well
as a contract management solution.The optimal solution would streamline all the sourcing activities.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 207 of 386
Enhancement #2 –Consulting Services
•Request:Business License Compliance-Temp/Seasonal Services & Hearing Officer Services
•Department/
Division:
Finance/Revenue and Tax Audit (02-0604)
•Priority:Tier 2 -High
•Personnel:N/A
•Budget:Ongoing
$0
One-Time
$10,000 $15,000
Total
$10,000 $15,000
•Technology:$$0 $
•Facilities:$$$
•Description:Temporary/Seasonal services to assist staff with Title 4 biennial sales and use tax licensing
compliance.Funding also includes the design, printing, mailing and/or door-to-door delivery of
notices (Fund in 2023).Also, in order to provide due process for business license holders, funding
is provided for Hearing Officer services on an as-needed-basis when license issuance may be in
dispute or revoked for cause.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 208 of 386
Enhancement #3 –Consulting Services
•Request:Outside Sales Tax and Revenue Consulting Services
•Department/
Division:
Finance/Revenue and Tax Audit (02-0604)
•Priority:Tier 2 -High
•Personnel:N/A
•Budget:Ongoing
$20,000
One-Time
$0
Total
$20,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Consulting services to optimize, improve and augment revenue reporting, the sales & use tax
audit process, and the GovOS (formerly MUNIRevs)system user experience (business licensing
and tax collections system).
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 209 of 386
Enhancement #4 –Consulting Services
•Request:Financial Advisory Services
•Department/
Division:
Finance/Administration and Budget (02-0601)
•Priority:Tier 2 -High
•Personnel:N/A
•Budget:Ongoing
$10,000
One-Time
$
Total
$10,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Placeholder for consulting services of alternative financing options for potential city-wide capital
improvement projects (General Fund).
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 210 of 386
Enhancement #5 –Consulting Services
•Request:Yearend Financial Audit Services
•Department/
Division:
Finance/Finance and Accounting (02-0603)
•Priority:Tier 2 -High
•Personnel:N/A
•Budget:Ongoing
$10,000
One-Time
$
Total
$10,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Placeholder for additional yearend financial audit services that provides staff time to focus on city
operational and capital projects needing timely input and collaboration from the Finance
Department.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 211 of 386
Enhancement #6 –Training & Development
•Request:Travel, Training and Membership Services
•Department/
Division:
Finance/All Divisions (02-0600)
•Priority:Tier 2 -High
•Personnel:N/A
•Budget:Ongoing
$18,850 $18,300
One-Time
$5,000
Total
$23,850 $23,300
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:2022 Travel, Training and Memberships down due to staff vacancies; 2024 includes $5K for potential out-of-state travel related to
sales & use tax audits
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
2022 Actual 2023 * 2024 Est CPI 2024 Target 2024 Prelim Req Enhancement Req
Travel $2,099 1.0857 $2,279 $19,225 $16,946
Training $888 1.0857 $964 $7,500 $6,536
Membership Dues $3,785 1.0857 $4,109 $4,482 $353
Total $6,772 1.0857 $7,352 $31,207 $23,855Page 212 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase (Decrease)
Rationale/Justification for
Proposed Change
OngoingOne-Time Ongoing One-Time Ongoing One-Time
Miscellaneous
Business License
Fees
33,000 28,000 $(5,000)
(15.1)%
$0
0.0%
Projected decrease due to change in short-term
rental license fees. These fees are no longer
collected by Finance.
Sales and Use
Tax License Fees
30,000 30,000 $0
0.0%
$0
0.0%
While a large number of licenses will require
renewal in 2024, the City is prohibited from
charging license renewal fees on approximately
70% of those renewals under Senate Bill 22-032.
Waste Transfer
Surcharge
$0.63
per
Cubic
Yard
$0.63
per
Cubic
Yard
$0
0.0%
The rate per cubic yard was increased from $0.50
to $0.63, or 26%, as of 1/1/2023. Revenue for
2023 is projected at $854K, a 14.7% increase
over 2022 revenue of $745K. Staff has
requested to add the Waste Transfer Surcharge (if
relevant) as part of Citywide impact fee study.Page 213 of 386
Questions and/or Comments
Page 214 of 386
Information Technology
Department Overview
Page 215 of 386
Department Overview
Empower users through collaboration and the use of innovative solutions
Information Technology Divisions
IT Business Services Spatial Data and Analytics IT Operations
Page 216 of 386
Organizational Structure
Information Technology –Operations
•IT Director (.5)
•IT Operations Manager (1)
•Sr. Systems Administrator (1)
•Systems Administrator (2)
•Network Administrator (1)
•Desktop Specialist (1)
•Sr. Technical Support Specialist (1)
Information Technology –Business Services
•IT Director (.5)
•Deputy Director IT (1)
•IT Business Service Supervisor(1)
•IT Business Analyst (1)
•Sr. IT Business Analyst (2)Page 217 of 386
Organizational Structure
Information Technology –Spatial Data and Analytics
•Data and Analytics Manager (1)
•GIS Administrator (1)
•GIS Intern (.5)Page 218 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsProvide communication conduits to effectively communicate through digital means
Infrastructure &
Transportation
Provides application tools to effectively manage assets.
Economy
SafetyProvide and supports tools and technology that achieves innovative policing.
Sustainability
Community
Wellbeing
IT helps support Community Wellbeing goals by providing the technologies, systems and supporting communication
needs in facilities.
GovernanceIT coordinates and partners with departments to provide and supports the tools and technologies to achieve their
objectives.Page 219 of 386
2024-2028 Tier 1 Capital Projects
Capital Projects Fund (31)
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
Line
#
PJ
PG
Priority Dept Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PJ Tier 1 IT Badge System $ 725,000 $ - $ - $ - $ - $ 725,000
2 PJ Tier 1 IT Freedom of Information Act (FOIA) Colorado
Open Records Act (CORA) Request Portal
$ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000
3 PG Tier 1 IT Network Development IT $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000
4 PG Tier 1 IT PC Replacement IT $ 125,000 $ 225,000 $ 225,000 $ 125,000 $ 125,000 $ 825,000
5 PJ Tier 1 IT Phone System Replacement $ 500,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 800,000
6 PG Tier 1 IT HRIS Workforce Management Tool $ 222,000 $ 62,000 $ 62,000 $ 62,000 $ 62,000 $ 470,000
7 PG Tier 2 IT Security Cameras IT $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ - $ 100,000
8 PG Tier 3 IT Fiber Network $ - $1,000,000 $1,000,000 $1,000,000 $1,000,000 $ 4,000,000
Totals $1,772,000 $1,562,000 $1,562,000 $1,462,000 $1,437,000 $ 7,795,000 Page 220 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Website Maintenance (Professional Services)0.0 $5,000 $0 $5,000
PDF Remediation Software (Software/Hardware Maintenance)0.0 $7,000 $0 $7,000
Pidj Text Message Marketing (Software/Hardware Maintenance)0.0 $5,400 $0 $5,400
Siteimprove: Increased Page Limit & Accessibility Training
Platform (Software/Hardware Maintenance)
0.0 $10,354 $0 $10,354
Cartegraph Facilities Domain (Software/Hardware Maintenance)0.0 $7,500 $0 $7,500
Cartegraph Enterprise (Software/Hardware Maintenance)0.0 $6,500 $0 $6,500
Cartegraph Asset Builder (Software/Hardware Maintenance)0.0 $5,500 $0 $5,500Page 221 of 386
Summary Enhancement Requests cont.
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Cartegraph Traffic Signals Domain (Software/Hardware Maintenance)0.0 $2,500 $0 $2,500
iMS Enhancement Services (Professional Services)0.0 $10,000 $0 $10,000
Network Engineer (Partial funding for full time position to be funded
between Utilities Department and IT)
0.5 $68,250
$67,300
$2,500 $70,750
$69,800
Sr IT Business Analyst
Removed from budget
1.0
0.0
$140,500
$0
$5,000
$0
$145,500
$0
AV Technician
Removed from budget
1.0
0.0
$81,900
$0
$5,000
$0
$86,900
$0
Tech Support Analyst II
Removed from budget
1.0
0.0
$87,600
$0
$5,000
$0
$92,600
$0
GIS Technician
Removed from Budget
1.0
0.0
$87,600
$0
$5,000
$0
$92,600
$0Page 222 of 386
Summary Enhancement Requests cont.
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
HR Consulting Services (Professional Services)0.0 $0 $55,000
$0
$55,000
$0
Domain Migration (Professional Services)0.0 $0 $63,383 $63,383
HR Job Market Analysis Platform (Salary.com)0.0 $19,000 $0 $19,000
Telephone and Internet Increase 0.0 $68,000 $0 $68,000
Strategic Sourcing Platform (Procurement)0.0 $17,680 $1,000 $18,680
Laserfiche 0.0 $10,000 $0 $10,000
TOTALS 4.5
0.5
$612,604
$241,734
$140,883
$64,383
$753,487
$306,117Page 223 of 386
Enhancement –Website Maintenance
•Request:Website Maintenance
•Department/Divi
sion:
Information Technology
•Priority:High
•Personnel:0
•Budget:Ongoing
$5,000
One-Time
$
Total
$5,000
•Technology:$$$
•Facilities:$$$
•Description:The primary purpose of this enhancement is to secure reliable and sustainable funding for the
ongoing maintenance, updates, and improvements of the City of Englewood's website. This fund
will ensure that the website remains an invaluable resource for residents, businesses, and visitors,
enhancing civic engagement and providing easy access to essential services, news, and
information.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 224 of 386
Enhancement –PDF Remediation Software
•Request:PDF Remediation Software
•Department/Divi
sion:
Information Technology
•Priority:Urgent
•Personnel:0
•Budget:Ongoing
$7,000
One-Time
$
Total
$7,000
•Technology:$$$
•Facilities:$$$
•Description:PDF remediation software is a powerful tool designed to address accessibility barriers within PDF
documents, ensuring that individuals with disabilities can access and interact with the content.
Specifically, in the context of HB21-1110 (Colorado Laws For Persons With Disabilities) for local
governments in the state of Colorado, this software becomes crucial in meeting the accessibility
requirements outlined in the legislation.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 225 of 386
Enhancement –Pidj (Text Message Marketing)
•Request:Pidj (Text Message Marketing)
•Department/Divi
sion:
Information Technology
•Priority:Urgent
•Personnel:0
•Budget:Ongoing
$5,400
One-Time
$
Total
$5,400
•Technology:$$$
•Facilities:$$$
•Description:
By incorporating text messaging software into the City of Englewood's marketing tools, residents
can receive timely and convenient alerts about news, events, and parks and recreation
notifications. This technology enables instant communication, ensuring that important
information reaches residents promptly.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 226 of 386
Enhancement –Siteimprove
•Request:SiteImprove: Increased Page Limit & Accessibility Training Platform
•Department/Divi
sion:
Information Technology
•Priority:Urgent
•Personnel:0
•Budget:Ongoing
$10,354
One-Time
$
Total
$10,354
•Technology:$$$
•Facilities:$$$
•Description:Siteimprove is a web-based tool that crawls websites and reports back on quality assurance issues, such as
broken links and misspellings, and accessibility issues measured by the W3C Web Content and Accessibility
Guidelines (WCAG). Currently we are on the 1,000 page plan. In order to ensure we are meeting accessibility
compliance on Englewood Engaged and iCompass we need to move up to the 2,500 page plan.
Frontier is Siteimprove's hybrid learning and education platform. This platform includes valuable accessibility
learning paths for different roles and responsibilities identified in the city’s digital accessibility plan.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 227 of 386
Enhancement –Cartegraph Facilities Solution
•Request:Facilities Operations Solution –Facilities asset management
•Department/Divi
sion:
Information Technology
•Priority:Urgent
•Personnel:0
•Budget:Ongoing
$7,500
One-Time
$
Total
$7,500
•Technology:$$$
•Facilities:$$$
•Description:The Facilities Operation solution for Cartegraph manages assets within a building and helps
calculate a Facility’s Condition Index.By using container/component relationships, individual
assets and work assignments are organized and related to individual facilities.
The current facilities software Asset Essentials is not meeting the needs or expectations of the
Facility Staff.Asset Essentials has not been intuitive to use, and customer service has been
poor.As a result, this facilities program is being discontinued.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 228 of 386
Enhancement –Cartegraph Enterprise Licensing
•Request:Enterprise Licensing -Unlimited Cartegraph licenses
•Department/Divi
sion:
Information Technology
•Priority:Urgent
•Personnel:0
•Budget:Ongoing
$9,852
One-Time
$
Total
$9,852
This would be the approximate increased cost
to move to an Enterprise License agreement.
•Technology:$$$
•Facilities:$$$
•Description:Enterprise licensing allows us to provide licenses to more users for field workers, supervisors, and
management including other departments, contractor workers and City Council.Additional
licenses will be needed for further implementation of Cartegraph in Public Works and the
individual licensing model is no longer available.
This would be the approximate additional cost to what we are currently paying annually for 40
licenses.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 229 of 386
Enhancement –Cartegraph Asset Builder
•Request:Asset Builder –Custom asset designer
•Department/Divi
sion:
Information Technology
•Priority:Urgent
•Personnel:0
•Budget:Ongoing
$5,500
One-Time
$
Total
$5,500
•Technology:$$$
•Facilities:$$$
•Description:Asset Builder allows us to create custom assets that can be recorded and maintained in
Cartegraph. Examples of how this may be used include Routes for snow removal and street
sweeping, Project Areas for managing CIP projects, or defining Maintenance Zones for
preventative maintenance program planning.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 230 of 386
Enhancement –Traffic Signal Domain
•Request:Traffic Signals Solution –Cartegraph Traffic Signal Domain
•Department/Divi
sion:
Information Technology
•Priority:Urgent
•Personnel:0
•Budget:Ongoing
$2,500
One-Time
$
Total
$2,500
•Technology:$$$
•Facilities:$$$
•Description:The Signals Domain would allow us to manage Traffic Signal infrastructure in the Cartegraph Asset
Management system.These assets would include traffic signals, signal cabinets, traffic cameras,
and preemption.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 231 of 386
Enhancement –iMS Enhancements
•Request:Enhancements to Online Permitting System
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$10,000
One-Time
$
Total
$10,000
•Technology:$$$
•Facilities:$$$
•Description:Re-work of permit processes for Community Development and Public Works
Creation of new permits as needed for various departments
Create moratorium list for Public Works to be utilized and updated every year
Training for IT support person assigned to iMS
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 232 of 386
Enhancement –Network Engineer
•Request:Network Engineer (Partial Funding)
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:0.5 FTE Funded through IT. Utilities would fund 0.5 FTE to add a total of 1 FTE
•Budget:Ongoing
$68,250
One-Time
$
Total
$68,250
This is an estimate
•Technology:$$5,000 $Equipment
•Facilities:$$$
•Description:Add one full time Network Engineer to support the City's ever growing IT network. To assist with
improving management and governance to ensure that the City networks meet security best practices
and compliance requirements.
To support existing staff with network installation projects.
This would be a full-time position funded at 50% in the IT budget and 50% from the Utilities budget.
The position would report to IT and commit 50% of time to utilities Networking needs.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 233 of 386
Enhancement –Sr IT Business Analyst
•Request:Sr IT Business Analyst
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:1.0 FTE
•Budget:Ongoing
$140,500
One-Time
$
Total
$140,500
Salary and Benefits
Removed from budget
•Technology:$$5,000 $Equipment Removed from budget
•Facilities:$$$
•Description:Add 1 full-time Sr IT Business Analyst to supplement current IT Business Services. Current staffing levels
are insufficient to effectively support the City's growing IT Business Services needs. Current staff
supports over 50 business applications. The growing workload keeps staff in a reactive mode just to
keep up with new requests for configuration, implementation, and trouble tickets. As such, staff is
unable to commit time to process improvement and to ensure we adhere to industry best practices
and compliance requirements.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 234 of 386
Enhancement –AV Technician
•Request:Audio/Video Technician
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:1.0 FTE
•Budget:Ongoing
$81,900
One-Time
$
Total
$81,900
This is an estimate
Removed from budget
•Technology:$$5,000 $Equipment –Removed from budget
•Facilities:$$$
•Description:The City's current Audio/Video needs are supported by existing IT Operations staff. With the growth of
virtual meeting requirements over the past few years, demands for AV support have increased
dramatically. With more requests for virtual meetings, demands on existing staff will continue to
increase.Current staff can no longer effectively support these needs in addition to performing tasks
and projects required by their primary job duties.An AV technician would improve our ability to
support existing virtual meetings and allow us to provide AV technologies for the growing demand.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 235 of 386
Enhancement –Tech Support Analyst II
•Request:Tech Support Analyst II
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:1.0 FTE
•Budget:Ongoing
$81,900
One-Time
$
Total
$81,900
Salary and Benefits
Removed from budget
•Technology:$$5,000 $Equipment –Removed from budget
•Facilities:$$$
•Description:The IT department manages close to 550 regular employees, >100 seasonal summer employees, 700
computers and multiple sites around the city that result in over 250 tickets monthly. To maintain IT
service response time, an additional resource is required to field incoming IT requests and lifecycles of
computer hardware. The continued growth of technology at the city has created more time demands
on the helpdesk staff and will continue to grow each year as more city operations move towards
technology.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 236 of 386
Enhancement –GIS Technician
•Request:Tech Support Analyst II
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:1.0 FTE
•Budget:Ongoing
$87,600
One-Time
$
Total
$87,600
This is an estimate
Removed from budget
•Technology:$$5000 $Equipment -Removed from budget
•Facilities:$$$
•Description:The City currently has 2 staff to support the City's GIS needs.These individuals are tasked with high
level organization projects and requests which require extensive coordination with departments. The
growing need for spatial data and analytics services leaves little time for database maintenance and
data management. The City's reliance on GIS services requires accurate and up-to-date data. The GIS
Technician would provide QA/QC services as well as ensure that data is refreshed in a timely manner,
allowing current staff to concentrate on strategic initiatives.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 237 of 386
Enhancement –HR Consulting Services
•Request:Consulting Services for HR Training and Process Improvement Professional Services
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$55,000 $0
One-Time Total
$55,000 $0
Professional Services
•Technology:$$$
•Facilities:$$$
•Description:To provide training for HR and IT staff on processes and reporting in the HRIS System
To assist with process improvement to ensure that the HRIS system is used to the systems fullest
potential
To assist with configuration of existing system to ensure our processes meet industry best practices
To assist with implementation of new modules to improve efficiencies with HR and payroll processes
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 238 of 386
Enhancement –Domain Migration
•Request:Professional Services for domain migration
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$
One-Time
$63,383
Total
$63,383
Professional Services
•Technology:$$$
•Facilities:$$$
•Description:Professional services to assist with a domain migration. The City's current Domain structure no longer
meets industry standards. Improvements are necessary to enable us to proceed with efforts to improve
the security of our environment. Professional services are required to assist in this project, as the
required change is unique and complex. Experienced engineers that have performed migrations such as
this will allow for a seamless transition with minimal impact to our environment, users, and citizen
services.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 239 of 386
Enhancement –Job Market Analysis Platform
•Request:Market Analysis and Job Description Platform
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$19,000
One-Time
$
Total
$19,000
SaaS Subscription fees
•Technology:$$$
•Facilities:$$$
•Description:This is an enhancement to support the City’s Classification & Compensation System Build which
ensures effective decision-making for our structures and strategies including equity and competitivity.
The CCSB is one of the City’s highest priorities and it aligns most especially with our strategic goals of
ensuring market competitivity and equity in our wages to improve our recruiting and retention. The
platform will enable HR and managers to proactively deploy market and pay strategies and develop
consistent job descriptions.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 240 of 386
Enhancement –Telephone/Internet Increase
•Request:Enhancement to cover existing Telephone and Internet Expenses
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$68,000
One-Time
$
Total
$68,000
To cover existing telephone and internet expenses
•Technology:$$$
•Facilities:$$$
•Description:
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 241 of 386
Enhancement –Strategic Sourcing Platform
•Request:Enhancement to add a sourcing platform for procurement
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$17,680
One-Time
$1,000
Total
$18,680
Setup and subscription fees for a strategic sourcing platform
•Technology:$$$
•Facilities:$$$
•Description:Procurement would like to utilize an automated solution which allows for electronic bidding with
robust audit capabilities, an automated proposal evaluation and scoring module as well as a contract
management solution. The solution would improve staff efficiencies by streamlining all sourcing
activities including solicitations and the bid process.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 242 of 386
Enhancement –Laserfiche Licenses
•Request:Enhancement to add Full licenses for Laserfiche
•Department
/Division:
Information Technology
•Priority:Urgent
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$10,000
One-Time
$
Total
$10,000
To add licenses for Laserfiche
•Technology:$$$
•Facilities:$$$
•Description:The City's use of the Laserfiche document management system will expand in 2024. Additional
licensing will be needed to provide access for department users
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 243 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
Ongoing One-
Time
Ongoing One-
Time
Ongoing One-Time
33209 -Other
Charges for
Services
$462,260 $489,238 $27,068
5.9%
$0
0.0%
Expected inflationary increases for
Software/Hardware Maintenance and support.
Additional staff in Utilities resulted in an increase
in licensing
39503 -
Copier/Printer
Charges
$100,000 $100,000 $0
0.0%
$0
0.0%
No Change
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%Page 244 of 386
Questions and/or Comments
Page 245 of 386
Community Development
Department Overview
Page 246 of 386
Department Overview
The Community Development Department provides planning, zoning, building,
economic development, redevelopment, environmental and housing programs and
services within the City of Englewood. The department also implements city
policies and programs intended to shape the built environment.Page 247 of 386
Organizational Structure
Administrative Division
o Director (1 FTE)
o Department Administrator (1 FTE)
o Administrative Specialist (1 FTE)
Building Division
o Chief Building Official (1 FTE)
o Assistant Building Official (1 FTE)
o Building Inspector (3 FTE)
o Senior Permit Technician (1 FTE)
o Permit Technician (1 FTE)
Economic Development Division
o Economic Development Manager (1 FTE)Page 248 of 386
Organizational Structure
Planning Division
o Planning Manager (1 FTE)
o Senior Planner (2 FTE)
o Planner II (1 FTE)
o Planner I (1 FTE)
Redevelopment Division
o Chief Redevelopment Officer (1 FTE)Page 249 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsCultivate positive physical characteristics of neighborhoods through the implementation of development and zoning
code regulations.
Infrastructure &
Transportation
Manage the operation of the Englewood trolley and implement the goals of the updated Walk and Wheel Plan.
Economy
Ensure that Englewood’s business environment is vibrant through implementation of the Economic Development
Strategic Plan, investment in business grant and training programs, robust local and regional partnerships, and the
redevelopment of CityCenter.
SafetyEnsure the safety of buildings and public spaces through the application of established building codes and contractor
licensing requirements.
Sustainability Maintain sustainable development and building practices and incorporate future best practices into land use and
building codes.
Community
Wellbeing
Create and implement development regulations that foster the availability of affordable quality housing and
programs that improve housing conditions for income eligible homeowners.
GovernanceEnsure that members of the community have access to information and the ability to express opinions on the
projects, programs and regulations that shape Englewood’s built environment.Page 250 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Comprehensive Plan Update $10,000 $10,000
Lincoln Parking Lot Redevelopment $25,000 $25,000
Catalytic Site Analysis $25,000 $25,000
Future Trolley Operation Study (Arapahoe County Transportation Study)$12,000 $12,000
TOTALS0.0 $0.00 $72,000
$47,000
$72,000
$47,000
Page 251 of 386
Comprehensive Plan Update
•Request:Community Engagement and Plan Production
•Department
/Division:
Community Development
•Priority:2
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$
One-Time
$10,000
Total
$10,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:The Englewood Forward Comprehensive Plan was adopted in
2017.This update would be completed by Community Development
staff and will serve as the first update to the Plan.Funds would be
devoted to community engagement (meeting facilitator) and for the
design and production of the revised plan document.
Priority Tier Definitions:Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within 1-2 years),
Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 252 of 386
Lincoln Parking Lot Redevelopment
•Request:Options for the redevelopment of the Lincoln Street parking lot
•Department
/Division:
Community Development
•Priority:2
•Personnel:
•Budget:Ongoing
$TBD
One-Time
$25,000
Total
$25,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Retain a consultant to assess options for the redevelopment of the parking lot
which would include replacement and expansion of public parking and private
development of commercial and residential uses.
Priority Tier Definitions:Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within 1-2 years),
Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 253 of 386
Catalytic Site Analysis
•Request:Consultant services for the assessment of use transition options for
commercial sites along South Broadway, south of US285.
•Department
/Division:
Community Development
•Priority:1
•Personnel:
•Budget:Ongoing
$TBD
One-Time
$25,000
Total
$25,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Consultant services for the assessment of use transition options for
commercial sites along South Broadway, south of US285.The suitability of
sites for affordable housing will be studied.Will also include outreach to
individual property owners.
Priority Tier Definitions:Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within 1-2 years),
Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 254 of 386
Future Trolley Operation Study
•Request:Assess options for the future operations of the Englewood Trolley
•Department
/Division:
Community Development
•Priority:1
•Personnel:
•Budget:Ongoing
$TBD
One-Time
$12,000
Total
$12,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:The city partnered with the EDDA for a comprehensive study being led by
Arapahoe County to assess future public transportation services within the
urban areas of the county.The additional funds in 2024 would be devoted to
a specific assessment of the Englewood Trolley within the scope of the
county’s study.
Priority Tier Definitions:Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within 1-2 years),
Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 255 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
$0
0.0%
$0
0.0%
Fees were increased on January 1, 2023 and are
on a two-year cycle for review.
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%Page 256 of 386
Questions and/or Comments
Page 257 of 386
Communications Department
Overview
Page 258 of 386
Department Overview
Mission:
To promote and help ensure a high quality of life, economic vitality and a
uniquely desirable community identity through the provision of trustworthy,
coordinated, effective and efficient communication and systems that lead to
success.Page 259 of 386
Organizational Structure
Division I
o Chris Harguth, Director
o Amanda Arnce, Communications and
Marketing Specialist
o Vanessa Davis, Marketing and Social
Media Strategist
o Lucia Magnuson, Web and Digital Content
Strategist
o Julie Madden,Communications Specialist
Division II
o Madeline Hinkfuss, Neighborhood
Engagement Program Manager Page 260 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsThe Neighborhood Resources Program is a division of the Communications Department and
organizes and promotes neighbor to neighbor programs.
Infrastructure &
Transportation
Communications Department manages Englewood Engaged and all community
engagement campaigns .
EconomyPromotes Englewood's business community and programs through the Englewood
magazine, social media campaigns and video.
SafetyPromotes public safety initiatives in coordination with the Fire Marshal's Office and the
Englewood Police Department.
Sustainability Promotes Englewood's sustainability initiatives through the Englewood magazine, social media
campaigns and video.
Community
Wellbeing
Promotes Englewood's various PRL&G's programming and activities through the
Englewood magazine,social media campaigns and video.
GovernanceMaintains, promotes and updates the city's website. Develops and executes a variety
strategic communications plans.Page 261 of 386
PJ
PG
Priority Dept Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
PG Tier 1 COMM Way Finding and Placemaking 200,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$
Totals 200,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$
2024-2028 Tier 1 Capital ProjectsPublic Improvement Fund (30)
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 262 of 386
Communications Requests
Page 263 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Graphic Designer/Copywriter
(Professional Services Offset -$66,000)
(Estimated Cost for 2024 Magazine due to inflationary pressures $105,000)
1.0 $39,000
$50,400
$0 $39,000
$50,400
Neighborhood Resources Grant Program Enhancement
0.0 $15,000
$5,000
$0 $15,000
$5,000
0.0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
TOTALS 1.0 $54,000
$55,400
$0 $54,000
$55,400Page 264 of 386
Enhancement #1 -Graphic Designer/Copywriter
•Request:Graphic Designer/Copywriter
•Department
/Division:
Communications
•Priority:Urgent
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$105,000
$50,400
One-Time
$
Total
$105,000
$50,400
•Technology:$$5,000 $(~$5,000 per New FTE)
•Facilities:$$$
•Description:Move the Englewood Magazine in house. This would reduce the professional
services that we currently outsource and result in an estimated
departmental savings of $1,000 based on 2024 estimated magazine costs and
outsourced graphic design work. The growing number of communications
requests (% increase) and graphic design requests (% increase).
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 265 of 386
Enhancement #2 –Neighborhood Resources Program
•Request:Additional Funding for Neighborhood Resources Program
•Department
/Division:
Communications/Neighborhood Resources
•Priority:Tier 2
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$15,000
$5,000
One-Time
$
Total
$15,000
$5,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Adding funding will ensure that all neighbor-to-neighbor programs
in the strategic plan are accomplished.
Ex: Neighborhood Improvement Grant, Get to Know Your Neighbor Grant,
Neighborhood Nights, etc.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 266 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase (Decrease)
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
Broken Tee Golf
Course
$30,000 $0 ($30,000)
0.0%
$0
0.0%
Marketing services for Broken Tee Golf
Course will revert to Broken Tee staff in 2024
Outdoor
Promotions
$12,348 $12,348 $0
0.0%
$0
0.0%
Creative
Outdoor
$1,350 $1,350 $0
0.0%
$0
0.0%
Magazine
Advertising
$4,000 $4,000 $0
0.0%
$0
0.0%Page 267 of 386
Questions and/or Comments
Page 268 of 386
Parks, Recreation, Library and
Golf (PRLG) Department
Overview
Page 269 of 386
Department Overview
Purpose:Bringing people together to play, learn and live well
Page 270 of 386
Organizational Structure
Parks Division
•Open Space Manager (1 FTE)
•Park Supervisor (1 FTEs)
•Assistant City Forester (1 FTE)
•Park Personnel (13 FTEs)
Recreation Division
•Recreation Manager(1 FTE)
•Aquatics Manager (1 FTE)
•Aquatics Supervisor ERC (1 FTE)
•Aquatics Supervisor PC (1 FTE)
•Aquatics Maintenance Technician (1 FTE)
•Recreation Supervisors (5 FTE)
•Open Space Activities Supervisor (1FTE)
•Event Supervisor (1 FTE)
•Guest Services Supervisors (4 FTE)Page 271 of 386
Organizational Structure
Library Division
•Library and Cultural Arts Manager (1 FTE)
•Librarian Supervisor (4 FTE)
•Librarian I (2 FTE)
•Collection Development Specialist (1 FTE)
•Lead Library Safety Specialist (1 FTE)
•Part-Time Library Safety Associate (.5 FTE)
•Part-time Library Associates (9.5FTE)
Golf Division
•Operations Manager (1FTE)
•Golf Course Superintendent (1FTE)
•Golf Operations Coordinator (2FTEs)
•Assistant Golf Course Superintendent
(1FTE)
•Golf Course Mechanic (1FTE)
•Golf Course Technician (1FTE)Page 272 of 386
Organizational Structure
PRLG Administration
•PRLG Director(1 FTE)
•Deputy Director (1 FTE)
•Executive Assistant (1 FTE)
•Process Improvement Specialist (1 FTE)Page 273 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsPRLG supports neighborhoods through volunteer programs, events, and providing spaces to bring residents
together.
Infrastructure &
Transportation
EconomyProviding programs, facilities, parks and services to entice to live, work and play in Englewood.
SafetyProviding safe facilities and parks through daily maintenance, monitoring and ongoing improvements
Sustainability
Parks and Broken Tee implements sustainability efforts through limiting the use of pesticides, utilizing organic
fertilizers, monitoring and improving tree canopy and increasing the efficiency of irrigation systems in parks, golf
courses and medians.
Community
Wellbeing
PRLG supports the community wellbeing through programs and services offered, maintenance of facilities and
parks.As well as ongoing customer service.
GovernancePage 274 of 386
2024-2028 Tier 1 Capital Projects
Conservation Trust Fund (03)
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
Line
#
PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PG Tier 1 Belleview Train (2024 request
Net of Bronco Team Sale
Proceeds $431,438 funding)
83,312$ 40,000$ 40,000$ 20,000$ 20,000$ 203,312$
2 PG Tier 1 PCove Maintenance 60,000$ 63,000$ 66,150$ 69,458$ 72,930$ 331,538$
3 PG Tier 2 CTF Contingency 50,000$ 92,241$ 95,008$ 99,708$ 100,000$ 436,957$
4 PG Tier 2 ERC Improvements 57,964$ 59,703$ 61,494$ 148,294$ 40,000$ 367,455$
5 PG Tier 2 ERC Maintenance 25,000$ 80,000$ 40,000$ 40,000$ 50,000$ 235,000$
6 PG Tier 2 Malley Center Improvements 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ 50,000$
7 PG Tier 2 PCove Furniture Fixtures &
Equipment
68,000$ 71,400$ 74,970$ 78,718$ 82,654$ 375,742$
8 PG Tier 3 Belleview Farm 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 25,000$
9 PG Tier 3 Fitness Equipment Replacement 57,964$ 59,703$ 61,494$ 63,339$ 63,339$ 305,839$
10 PG Tier 3 Park Improvements 45,000$ 45,000$ 45,000$ 45,000$ 45,000$ 225,000$
11 PG Tier 3 PCove Expansion 100,000$ 60,000$ 57,000$ -$ -$ 217,000$
Totals 562,240$ 586,047$ 556,116$ 579,517$ 488,923$ 2,772,843$ Page 275 of 386
2024-2028 Tier 1 Capital Projects
Open Space Fund (10)
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
Tier 1 Grant Matching Funds 300,000$ 300,000$ 350,000$ 350,000$ 350,000$ 1,650,000$
Tier 1 Irrigation System Replacement 75,000$ 75,000$ 50,000$ 100,000$ 100,000$ 400,000$
Tier 1 Park Planning Design and Project
Management
50,000$ -$ 25,000$ 25,000$ 25,000$ 125,000$
Tier 1 Parks Flower Bed Program 41,000$ 41,000$ 41,000$ 41,000$ 41,000$ 205,000$
Tier 1 Parks Maintenance Employee
Compensation
$139,325
$158,000
$144,200
$162,875
$149,250
$167,925
$154,474
$173,149
$154,474
$173,149
$447,924
$835,098
Tier 1 Tree Replacement -$ -$ -$ -$ 25,000$ 25,000$
Tier 2 Concrete Trail Replacement 70,000$ 100,000$ 100,000$ 100,000$ 100,000$ 470,000$
Tier 2 Parks Equipment 25,000$ 20,000$ 20,000$ 20,000$ 20,000$ 105,000$
Tier 2 Parks Landscape Improvements 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
Tier 2 Parks Renovation Fund 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
Tier 2 Tennis/Basketball Court Renovations 100,000$ 75,000$ 100,000$ 50,000$ 50,000$ 375,000$
Tier 3 Contingency $150,000
$131,325
$200,000
$181,325
$150,000
$131325
$150,000
$131,325
$100,000
$81,325
$750,000
$656,625
Tier 3 Parks Rules Signage -$ -$ -$ -$ 25,000$ 25,000$
Totals 1,150,325$ 1,155,200$ 1,185,250$ 1,190,474$ 1,190,474$ 5,871,723$ Page 276 of 386
2024-2028 Tier 1 Capital Projects
Golf Course Fund (43)
Line
#
PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PG Tier 1 Asphalt 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 250,000$
2 PG Tier 1 Golf Carts 191,439$ 41,439$ 41,439$ 41,439$ 41,439$ 357,195$
3 PG Tier 1 Golf Course Operating Equipment 40,000$ 150,000$ 150,000$ 170,000$ 200,000$ 710,000$
4 PG Tier 2 Clubhouse Improvements 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
5 PG Tier 3 Annual Facility Repairs 30,000$ 30,000$ 35,000$ 40,000$ 40,000$ 175,000$
6 PG Tier 3 Golf Course Landscaping 23,000$ 24,000$ 25,000$ 26,000$ 27,000$ 125,000$
7 PG Tier 3 Restaurant equipment and fixtures 35,000$ 15,000$ 15,000$ 15,000$ 15,000$ 95,000$
Totals 469,439$ 410,439$ 416,439$ 442,439$ 473,439$ 2,212,195$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 277 of 386
2024-2028 Tier 1 Capital ProjectsPublic Improvement Fund (30)
PJ
PG
Priority Dept Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
PG Tier 1 PRLG Parks & Rec Parking Lot Maint 70,000$ 80,000$ 80,000$ 85,000$ 90,000$ 405,000$
PG Tier 2 PRLG Public Art Acquisition 250,000$ 250,000$ 250,000$ 250,000$ 150,000$ 1,150,000$
Totals PRLG PIF Projects/Programs $ 320,000 $ 330,000 $ 330,000 $ 335,000 $ 240,000 $ 1,555,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 278 of 386
2024-2028 Tier 1 Capital Projects
Capital Projects Fund (31)
PJ
PG
Priority Dept Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
PG Tier 1 PRL Emerald Ash Borer Mitigation $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000
PG Tier 1 PRL Art in Public Places 1% Recreation $ 39,825 $ 48,185 $ 25,700 $ 19,600 $ 19,000 $ 152,310
Totals $ 89,825 $ 98,185 $ 75,700 $ 69,600 $ 69,000 $ 402,310
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 279 of 386
Summary Enhancement Requests
Enhancement RequestFund # of FTE
Request
s
Ongoing
Amount
One-
Time
Amount
Total
Amount
Events-Seasonal Employee General
Fund
0.5 $7,650 $0 $7,650
Events part time employee increase in hours from 15 to 25 hrs. per
week
General
Fund
0.0 $23,400 $0 $23,400
Recreation Coordinator-Upgrade current 29hr PT position to FT General
Fund
0.0 $55,697 $0 $55,697
Parks -Parks Technician Open Space
Fund
1.0 $73,000 $0 $73,000
Public Library Employee –Full-time Library Specialist (convert 2 PT
positions)
General
Fund
0.0 $15,000
$18,000
$5,000
$0
$20,000
$18,000
Public Library Employee –Full-time Library Specialist (convert 2 PT
positions)
General
Fund
0.0 $15,000
$18,000
$5,000
$0
$20,000
$18,000
Software/Hardware: New Vendor –Plymouth Rocket General
Fund
0.0 $1,025 $0 $1,025Page 280 of 386
Summary Enhancement Requests
Enhancement RequestFund # of FTE
Request
s
Ongoing
Amount
One-
Time
Amount
Total
Amount
Library Travel General
Fund
0.0 $1,500 $0 $1,500
Library Technical Training General
Fund
0.0 $3,000 $0 $3,000
Library Memberships & Dues General
Fund
0.0 $4,000 $0 $4,000
Recreation Coordinator Aquatics-Upgrade current PT position to FT General
Fund
1.0 $55,697 $0 $55,697
Recreation Coordinator Aquatics Pirates Cove –Upgrade PT position
to FT
General
Fund
1.0 $55,697 $0 $55,697
TOTALS 3.5
1.0
$313,666
$110,025
$10,000
$0
$323,666
$110,025
Page 281 of 386
Enhancement #1 –Events Seasonal Employee
•Request:Events seasonal employee
•Department/
Division:
PRLG
•Priority:Tier 1
•Personnel:0.5 of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$7,650
One-Time
$
Total
$7,650
•Technology:$$2,500 $2,500 (~$5,000 per New FTE)
•Facilities:$$$
•Description:Seasonal employee (6 months) provides lead up and day of event support and supervision for all
city events. Requires laptop/desktop & cell phone $2,500
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 282 of 386
Enhancement #2 –Events Part Time Employee
•Request:Events seasonal employee
•Department/
Division:
PRLG
•Priority:Tier 1
•Personnel:0.5 of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$23,400
One-Time
$
Total
$23,400
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:This is an increase in hours of the current year-round part time position from 15 hours a week to
25 hours a week. Provides licensing, registration, process work-flow requests,organization of
payments for vendors/sponsors, lead up and day of event support and supervision for all city
events. Position already has laptop and cell phone.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 283 of 386
Enhancement #1 –Recreation Coordinator
•Request:Recreation Coordinator employee
•Department/
Division:
PRLG
•Priority:Tier 1
•Personnel:1.0 of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$55,697
One-Time
$
Total
$ 55,697
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Change current 29-hour part time employee (Child Care Director) to full time Recreation
Coordinator. $55,697. Currently pay for part time employee $38,454. Request $17,243 in salary
increase and change to full time status. This position would support summer day camps, youth
programming, generalist with other recreation programs.
Position currently has a laptop and cell phone
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 284 of 386
Enhancement #1 –Parks Technician
•Request:Parks Technician
•Department/
Division:
PRLG/Parks/Open Space Fund
•Priority:Tier 1
•Personnel:1.0 of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$73,000
One-Time
$
Total
$73,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Add an additional Parks Technician to be paid out of the Open Space Fund (10 1300 009).
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 285 of 386
Enhancement #1 –Library
•Request:Public Library Employee –Full-time Library Specialist
•Department/
Division:
PRLG –Public Library
•Priority:Tier 2
•Personnel:1.0 # of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$15,000
$18,000
One-Time
$
Total
$15,000
$18,000
•Technology:$$5,000 $5,000 (~$5,000 per New FTE)
•Facilities:$$$
•Description:Convert 2 current 20-hour part-time employees (Library Associate) to 1 full-time employee (Library Specialist).
Current average pay for 2 part-time Library Associates is $42,180 annually. Request additional $15,000 to cover
cost of benefits for a full-time position. This position will provide lead support to Library Associates, provide
75% service desk coverage on library floor, and 25% coverage for library programs.Conversion would only
occur when resignation of a part-time position occurs. This position will require a laptop computer.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 286 of 386
Enhancement #2 –Library
•Request:Public Library Employee –Full-time Library Specialist
•Department/
Division:
PRLG –Public Library
•Priority:Tier 2
•Personnel:1.0 # of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$ 18,000
One-Time
$
Total
$18,000
•Technology:$$5,000 $5,000 (~$5,000 per New FTE)
•Facilities:$$$
•Description:Convert 2 current 20-hour part-time employees (Library Associate) to 1 full-time employee (Library Specialist).
Current average pay for 2 part-time Library Associates is $42,180 annually. Request additional $15,000 to cover
cost of benefits for a full-time position. This position will provide lead support to Library Associates, provide
75% service desk coverage on library floor, and 25% coverage for library programs.Conversion would only
occur when resignation of a part-time position occurs. This position will require a laptop computer.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 287 of 386
Enhancement #3 –Library
•Request:Software/Hardware: New Vendor –Plymouth Rocket
•Department/
Division:
PRLG –Public Library
•Priority:Tier 1
•Personnel:
•Budget:Ongoing
$ 1,025
One-Time
$
Total
$1,025
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:New vendor that provides electronic check out of Culture Pass Program tickets, manages
borrowing of Book Club Kits and other non-traditional physical items. In 2023 this cost was
covered by a grant from the Colorado State Library. Moving forward the Library will cover the cost
with general funds.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 288 of 386
Enhancement #4 –Library
•Request:Travel
•Department/
Division:
PRLG –Public Library
•Priority:Tier 1
•Personnel:
•Budget:Ongoing
$ 1,500
One-Time
$
Total
$1,500
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Additional professional staff have been added to the Library in 2022 and 2023. Funds to cover
travel to/from conferences or other professional development training is needed.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 289 of 386
Enhancement #5 –Library
•Request:Technical Training
•Department/
Division:
PRLG –Public Library
•Priority:Tier 1
•Personnel:
•Budget:Ongoing
$ 3,000
One-Time
$
Total
$3,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Additional professional staff have been added to the Library in 2022 and 2023. Increased funding
to cover registration costs for continued professional development and conference attendance is
needed. Organization Training will be reduced by $500, therefore the net increase for Technical
Training is actually $2,500.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 290 of 386
Enhancement #6 –Library
•Request:Memberships & Dues
•Department/
Division:
PRLG –Public Library
•Priority:Tier 1
•Personnel:
•Budget:Ongoing
$ 4,000
One-Time
$
Total
$4,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:These funds cover both memberships and dues for employees as well as the newly implemented
Culture Pass Program. For employees the increase from 2023 is $500 and the additional funds for
the Culture Pass Program is $2,000. In 2023, the Culture Pass Program was funded by a Colorado
State Library grant.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 291 of 386
Enhancement #1 –Recreation Coordinator Aquatics
•Request:Recreation Coordinator Aquatics
•Department/
Division:
PRLG
•Priority:Tier 1
•Personnel:1.0 of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$55,697
One-Time
$
Total
$ 55,697
•Technology:$$ 5,000 $(~$5,000 per New FTE)
•Facilities:$$$
•Description:Change current 29-hour part time employee (Supervisor on Duty Aquatics) to full time Recreation Coordinator.
$55,697. Currently pay for part time employee $38,454. Request $17,243 in salary increase and change to full
time status. This position will oversee the Recreation Pool during evenings and weekends. Currently there is
only one full time staff to cover all open pool hours. This position will also assist in Lifeguard Training classes
and in-services, recruiting and onboarding aquatic employees to include Pirates Cove.
Position will need a laptop and cell phone
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 292 of 386
Enhancement #2 –Recreation Coordinator Aquatics
•Request:Recreation Coordinator Aquatics Pirates Cove
•Department/
Division:
PRLG
•Priority:Tier 1
•Personnel:1.0 of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$55,697
One-Time
$
Total
$ 55,697
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Change current 29-hour part time employee (Supervisor on Duty Aquatics) to full time Recreation Coordinator.
$55,697. Currently pay for part time employee $38,454. Request $17,243 in salary increase and change to full
time status. This position will be over food and beverage for the concession stand, facility rentals, group
reservations, point of sale, birthday parties and assist with the recruitment, onboarding of staff and assist
with marketing of Pirates Cove.
Current person has a laptop will need a cell phone.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 293 of 386
2024 Revenue Proposal -Parks
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
33001 -
Recreation
Programs
$2.50 $3.00 $7,000
3.8%
$0
0.0%
Increase ticket price for Farm and Train
33001 -
Recreation
Programs
$12.00 $14.00 $7,500
18.75%
$0
0.0%
Increase ticket price for Holiday Express
36101 -Rentals $170 a
day
$185 a
day
$2,500
3.4%
$0
0.0%
Increase in tournament rates
$0
0.0%
$0
0.0%Page 294 of 386
2024 Revenue Proposal -Recreation Center
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
Ongoing One-Time OngoingOne-Time Ongoing One-Time
33002 -Admissions
Daily Visit
$ 4.00 -
$ 6.00
$ 4.25 -
$ 6.25
$ 6,130
4.5%
$0
0.0%
Increase in daily admission for ERC
33002 -Admissions
25 Visit
$ 64.00 -
$105.00
$67.25 -
$110.25
$8,770
6.0%
$0
0.0%
Increase in 25 visit pass admission
for ERC
33002 -Admissions
Monthly Membership
$ 20.75 -
$34.50
$ 21.75
-36.25
$15,513
5.0%
$0
0.0%
Increase Monthly Membership
admission for ERC
33002 -Admissions
Premier Membership
$ 27.00 -
$44.50
$ 28.25
-$46.75
$3,336
6.0%
$0
0.0%
Increase Premier Membership
admission for ERC
36101-Rentals
ERC Room Rentals
$ 35.00 -
$90.00
$ 35.00 -
$108.00
$7,842
11.9%
Implement a 20% increased Non-
Resident Rate for ERC Room Rentals
Page 295 of 386
2024 Revenue Proposal -Malley Center
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
Ongoing One-
Time
OngoingOne-Time Ongoing One-Time
32511
Operating
Federal Grants
Direct
$9,600 $9,600 $0
0.0%
$0
0.0%
Volunteers of America contribution for
congregate lunch program
33001
Recreation
Programs
$160,000 $161,000 $1,000
0.0625%
$0
0.0%
Class/program pricing changes
33002
Admissions
75,400 $76,000 $600
0.79%
$0
0.0%
Increase in participants
33004
Vending
$110 $110 $0
0.0%
$0
0.0%
Locks, headphones, socks/no change
36101 Rentals $20,000 $22,000 $2,000
0.1%
$0
0.0%
Facility rentals increase participantsPage 296 of 386
2024 Revenue Proposal -Events
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
33002
Admissions/
Vendors
$10,000
estimate
$10,000 $0
0.0%
$0
0.0%
Similar event offerings no rate change, no
guarantees on which vendors will commit
36201
Contributions/
Sponsors
$60,000
estimate
$60,000 $0
0.0%
$0
0.0%
Steady/no rate changes, no guarantees on what
sponsors will be secured
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%Page 297 of 386
2024 Revenue Proposal –Pirates Cove
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
33002 -
Admissions
$16.00
$17.00
$17.00
$18.00
$90,000
3.8%
$0
0.0%
Increase admission fee for non-residents
33003 -
Concessions
Various Various $8,000
3.57%
$0
0.0%
Increase in concession food prices
36101 -Rentals $1,800 $185 a
day
$2,500
3.4%
$0
0.0%
Increase facility rentals by $100 and cabanas by
$5
$0
0.0%
$0
0.0%Page 298 of 386
2024 Revenue Proposal -Library
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase (Decrease)
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
34201 -Library
Fines
$0.20/
day
$0.00 ($3,822)
100.0%
$0
0.0%
Overdue fines disproportionately impact patrons with
lower income, parents reluctant to check out books
for their children for fear of fines, patrons with high
fine amounts have their cards blocked which
prohibits future library use.
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%Page 299 of 386
2024 Revenue Proposal -Golf
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
Ongoing One-
Time
Ongoing One-
Time
Ongoing One-
Time
Green Fees for
Championship
Course-33611
$4-$46:varies
dependent on 9 vs
18 holes, weekday
vs weekend,
summer vs off
season, Senior rate,
Junior rate, Annual
rate
$4-$47:varies
dependent on 9 vs 18
holes,weekday
vs weekend,
summer vs off season,
Senior rate,
Junior rate,
Annual rate
$52,000
5%
$0
0.0%
Golf continues to be in high demand in the Denver
metro area, expenses continue to increase due to
inflationary reasons and aging repairs or replacement
of equipment, golf revenues need to cover all
expenses, and the golf facility has aged and requires
major repair/replacement.
Green Fees for Par
3 Course-33612
$3-$14: varies
dependent on
Adult, Senior,
Junior, Annual,
Footgolf rate
Varies $3-$14: Plan $1
increase for Senior,
Junior, and FootGolf
rates
$11,105
5.0%
$0
0.0%
Golf continues to be in high demand in the Denver
metro area.New players are learning the game of
golf and the Par 3 play has increased.
Golf Cart Rental-
33621
$19-$21/rider for
18 holes; $11-
$12/rider for 9
holes
$22/rider for 18
holes; $13/rider for 9
holes
$47,125
10.0%
$0
0.0%
As the game of golf becomes more popular, more
golfers are riding than ever before.New golf cart fleet
will be purchased in 2024 with GPS units, ball washer,
and beverage coolers as added features.Page 300 of 386
2024 Revenue Proposal -Golf
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual
Revenue
Increase
Rationale/Justification for
Proposed Change
Ongoing One-
Time
Ongoing One-
Time
Ongoing One-
Time
Driving Range-
33631
4 bucket options,
ranges from $5
to $16 and 3
range bulk
passes options
ranges from $50
to $150
4 bucket options,
ranges from $5 to
$18, increase large
and Xlarge option
by $2 each
$18,775
5%
$0
0.0%
The driving range and practice area continues to be one
of the best and largest in the Denver metro area.Better
quality range ball and hitting mats are being supplied to
our patrons.The convenience of credit cards being
accepted at the dispenser was added in May 2023.
Merchandise
Sales-33641
Varies by
product
Varies by product $40,000
20.0%
$0
0.0%
Merchandise sales continue to be on the increase by
offering new and unique golf items in the Pro Shop.In
2022, total sales were the highest in history, and we
expect it to increase due to golf's popularity.
$0
0.0%
$0
0.0%Page 301 of 386
Questions and/or Comments
Page 302 of 386
Police Department Overview
Page 303 of 386
Department Overview
Mission StatementTo promote and ensure a high quality of life, economic vitality, and a uniquely desirable community identity.
Vision StatementTo promote and ensure a high quality of life and a uniquely desirable community identity by providing professional law enforcement services, developing strong collaborative problem-solving strategies with the community and by treating everyone with fairness, dignity and respect.Page 304 of 386
Organizational Structure -Police
•Sworn Police Officers (84 FTEs)
•Police Academy Trainees (2 FTEs)
•Abandoned Vehicle Ofc. (1 FTE)
•Parking Management Ofc. (1 FTE)
•Executive Assistant (1 FTE)
•Juvenile Specialist (1 FTE)
•Crime Analyst (1 FTE)
•Victim Assistance (2 FTEs) (2 .2
FTEs grant funded) (1 Seasonal
Intern)
•Property & Evidence Spec. (1 FTE)
•Fire Marshal's Office (4 FTEs)
•Code Enforcement (6 FTEs) (2 .5
FTEs) (2 Seasonal Positions)
•Records (9 FTEs)
•Community Relations (1 FTE)
•Communications (15.5 FTEs)
•Total FTE's = 129
Page 305 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsThe P.D. supports the vibrancy of neighborhoods through the improvement of the overall appearance of
Englewood through police services and Code Enforcement.
Infrastructure &
Transportation
The P.D. assists in this outcome with the enforcement and education of traffic laws to ease the traffic
flow. Partners with Public Works on accident reduction at high accident locations.
EconomyThe P.D. enhances the safety of the City, which increases business and attracting residents.
SafetyThe safety of the community, including the perception of safety, is critical to the overall wellbeing of
our community.This is the Police Department's primary connection.
Sustainability The P.D. assists with infrastructure improvements by assisting with the reduction of energy usage
within the department.
Community
Wellbeing
The P.D. is also an essential piece to the wellbeing of a community by providing quality police services
and state of the art alternative policing services.
GovernanceThe P.D. is a vital department within the City, providing transparency, value of police services, and
exceptional customer service.Page 306 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Crime Prevention/Community Relations (add 10,000) return 7,500 back to
operating supplies
0.0 $10,000 $0 $10,000
Clothing/Equipment (add 20,000 to existing 76,200)0.0 $20,000 $0 $20,000
Food (add 10,000 to existing 9,936)0.0 $10,000 $0 $10,000
Firearms Program Supplies (add 20,000 to existing 10,000 back into the line
item, originally removed 2 years ago)
0.0 $20,000 $0 $20,000
Flock Safety (2023 expenditure paid with forfeiture funds)0.0 $35,500 $0 $35,500
New FTE –Code Zoning Enforcement Officer (includes one-time costs for
vehicle, uniform and protective equipment)
1.0 $65,545 $85,000 150,545
New FTE –Fire Inspector (includes one-time costs for vehicle, uniform and
protective equipment)
1.0 $75,360 $85,000 $160,360
TOTALS 2.0 $30,000 $170,000 $0 $30,000Page 307 of 386
Enhancement #1 –Community Relations
•Request:Add 10K for Community Relations/Crime Prevention supplies
•Department
/Division:
Police / 1101
•Priority:Tier 1
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$10,000
One-Time
$
Total
$10,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:In 2023, we moved 7,500 from Operating Supplies to a
new G/L for this funding.We would like to put the 7,500
back into Operating Supplies and add 10,000 to this new
G/L line for these supplies.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 308 of 386
Enhancement #2 –Clothing/Equipment
•Request:Add 20,000 to the Clothing line item
•Department
/Division:
Police / 1101
•Priority:Tier 1
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$20,000
One-Time
$
Total
$96,200
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:We have increased FTE's at the PD and have not adjusted
this clothing/equipment G/L line to accommodate the
increase.We are requesting a 20,000 adjustment to the
existing 76,200.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 309 of 386
Enhancement #3 -Food
•Request:Add 10,000 to the Food G/L line.
•Department
/Division:
Police / 1101
•Priority:Tier 1
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:•Ongoing
•$10,000
•One-
Time
•$
•Total
•$19,936
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:We are requesting an additional 10,000 to this existing line
item.We have overspent this line the last two years due
to critical incidents, retirements and employee
engagement.We also support other City events.Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 310 of 386
Enhancement #4 –Firearms Supplies
•Request:Add 20,000 to the Firearms Supplies G/L
•Department
/Division:
Police / 1101
•Priority:Tier 2
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$20,000
One-Time
$
Total
$30,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:We are requesting to add 20,000 back into this line.This 20,000 was
taken from this line item two years ago, leaving 10,000 in this line.We
need to replenish this account due to increased costs of supplies and
ammunition.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 311 of 386
Enhancement #5 –Flock Safety
•Request:Add 33,500 to Professional Services for Flock Safety
•Department
/Division:
Police / 1101
•Priority:Tier 1
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$33,500
One-Time
$
Total
$33,500
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:The PD is requesting an additional 33,500 for Flock
Safety.The PD used the original 33,500 (yearly cost) in
2023 and funded this through forfeiture.We would like to
add this amount to the professional services line item for
future years.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 312 of 386
Enhancement #6 –Code Enforcement
•Request:New FTE/Code Zoning Officer
•Department
/Division:
Police / 1108
•Priority:Tier 1
•Personnel:1
•Budget:Ongoing
$65,545
One-Time
$40,000
Total
$105,545
•Technology:$$5,000 $5,000 (~$5,000 per New FTE)
•Facilities:$$40,000 $40,000 New workstation
•Description:Zoning, property maintenance code and short-term rentals enforcement is currently
coordinated by staff from Code Enforcement and the Planning and Building divisions of
Community Development.These enforcement actions are currently complaint driven,
which offers little time for proactive investigation and enforcement. This position will
provide a single point of contact for responding to these portions of the code and will offer
a consistent approach to code cases throughout the complaint, investigation and
enforcement cycle.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 313 of 386
Enhancement #6 –Fire Inspector
•Request:New FTE/Fire Inspector
•Department
/Division:
Police / 1120
•Priority:Tier 1
•Personnel:1
•Budget:Ongoing
$75,360
One-Time
$40,000
Total
$115,360
•Technology:$$5,000 $5,000 (~$5,000 per New FTE)
•Facilities:$$40,000 $40,000 New workstation
•Description:With the addition of the vacant property ordinance, the inspection of
these properties will fall to the Fire Marshal's Office.This office is
responsible for all new construction plan reviews, inspecting all
commercial properties and city owned properties. Since the IGA with
Denver Fire, this office has seen an increase of millions of square feet
they are responsible for inspecting with no added FTE requests.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 314 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
33252 --police
fees
0 N/A $2,500 N/A $2,500
100.0%
$0
0.0%
This is a new fee never charged before.Due to
the uncertainty, the revenue number is very low.
33356 $275,986 $250,368 $0
0.0%
$250,368.
0%
This is Arapahoe County E911 reimbursement for
portable radios and console cleaning.The
professional services budget increased this
amount for this service as well.
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%Page 315 of 386
Questions and/or Comments
Page 316 of 386
Public Works Department
Overview
Page 317 of 386
Department Overview
Mission:To promote and ensure a high quality of life, economic vitality, and
a uniquely desirable community identity through delivery of quality
projects,programs and services.
To assist City Council in creating and implementing a community
vision,goals and policies while providing leadership to City staff that
ensures the efficient and effective use of City resources, outstanding service
delivery, focus on community engagement and a sense of purpose and
fulfillment for City employees.Page 318 of 386
Organizational Structure
Administration
o Director (0.9 FTE)
o Deputy Directors (2 FTE)
o Business Support Specialist (1 FTE)
o Asset Manager (1 FTE)
Total = 4.9 FTE
Streets Division
o Streets Supervisor (1 FTE)
o Maintenance Technicians (8 FTEs)
o Business Support Specialist (0.25 FTE)
Total =9.25 FTE
Page 319 of 386
Organizational Structure
Fleet Services Division
o Fleet Supervisor (1 FTE)
o Parts Technician (1 FTE)
o Fleet Data Administrator (1 FTE)
o Sr. Fleet Mechanic (1 FTE)
o Fleet Mechanic II (4.5 FTE)
o Business Support Specialist (0.25 FTE)
Total = 8.75 FTE
Traffic Division
o Traffic Operations Supervisor (1 FTE)
o Traffic Signal Technicians (2 FTEs)
o Traffic Technician (2 FTEs)
Total = 5.0 FTEs
Page 320 of 386
Organizational Structure
Stormwater Division
o Program Manager (1 FTE)
o Stormwater Compliance Specialist (1 FTE)
o Maintenance Technicians (2 FTE)
o Engineer (0.5 FTE)
o Business Support Specialist (.75 FTE)
o Construction Inspector (0.5 FTE)
o Utility Billing Specialist (0.2 FTE)
o Utilities Locate Specialist (0.2 FTE)
o Department Director (0.1 FTE)
Total: 6.25 FTE
Building Services
o Facilities Custodial Supervisor (1 FTE)
o Custodians/Day Porters (4 FTEs)
Total = 5.0 FTEs
Page 321 of 386
Organizational Structure
Facilities
o Facilities Maintenance Supervisor (1 FTE)
o Facilities Maintenance Technicians (5 FTEs)
o Business Support Specialist (0.5 FTE)
o City Architect (0.75 FTE)
o Facility Project Specialists (1.75 FTE)
Total = 9.0 FTEs
Engineering
o City Engineer(1 FTE)
o Engineering Supervisor (1 FTE)
o Engineers (4.5 FTEs)
o Project Support Specialist (0.25 FTE)
o Construction Manager (0.75 FTE)
o Construction Inspection Supervisor (0.9
FTE)
o Construction Inspectors (2.4 FTEs)
o Permit Technician (1 FTE)
o Engineering Technician (0.75 FTE)
o Capital Programs Manager (1 FTE)
Total = 13.55 FTEPage 322 of 386
Organizational Structure
Concrete Utility
o Construction Manager (0.25 FTE)
o Construction Inspection Supervisor (0.1
FTE)
o Construction Inspectors (0.6 FTE)
o Engineering Technician (0.25 FTE)
o Utility Billing Manager (0.05 FTE)
o Utility Billing Specialist (0.15 FTE)
Total = 1.40 FTE
Page 323 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsEnsure neighbors are connected to one another through a clean, well-maintained street & sidewalk
network
Infrastructure &
Transportation
Ensure access and increased opportunities for multi-modal transportation through creation &
maintenance of the street network, bike lanes and sidewalk system;implement planning, processes,
and projects to reduce the risk of flooding in the City
EconomyPublic Works supports the vibrancy of commercial districts throughout the city by providing well-
maintained & revitalized infrastructure
SafetyEnsure the safety of all while traveling in Englewood by providing well-maintained infrastructure,
providing snow & ice removal services & well-maintained vehicles &facilities
Sustainability Provide infrastructure that is designed and maintained in an economic, equitable, and ecological manner
Community
Wellbeing
Maintain the city’s recreation facilities
GovernancePromote safe and inviting workspaces for all City employeesPage 324 of 386
2024-2028 Tier 1 Capital Projects
Public Improvement Fund (30)
Line
#
PJ
PG
Priority Dept Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PG Tier 1 PW Alley Maintenance 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
2 PG Tier 1 PW Concrete Program Accessible
Ramps
350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
3 PG Tier 1 PW Concrete Utility City Share 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
4 PJ Tier 1 PW E Dartmouth Traffic Calming 200,000$ -$ -$ -$ -$ 200,000$
5 PJ Tier 1 PW Oxford Avenue Pedestrian
Bridge Match
500,000$ -$ -$ -$ -$ 500,000$
6 PG Tier 1 PW Pavement Maintenance by
Area
1,000,000$ 1,000,000$ 1,200,000$ 1,200,000$ 1,200,000$ 5,600,000$
7 PG Tier 1 PW Road & Bridge 300,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,700,000$
8 PJ Tier 1 PW Union Ave Bridge
Rehabilitation
$1,800,000 -$ -$ -$ -$ $1,800,000
9 PJ Tier 1 PW Union Avenue Repaving $1,500,000 -$ -$ -$ -$ $1,500,000
Subtotals PIF Slide 1 $ 6,100,000 $ 2,150,000 $ 2,350,000 $ 2,350,000 $ 2,350,000 $15,300,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 325 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line
#
PJ
PG
Priority Dept Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
10 PG Tier 2 PW Sidewalk Gap Construction 300,000$ 300,000$ 350,000$ 400,000$ 450,000$ 1,800,000$
11 PG Tier 2 PW Signal Equipment
Upgrade/Replacement
175,000$ 175,000$ 200,000$ 200,000$ 200,000$ 950,000$
12 PG Tier 2 PW Alley Paving 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$
13 PG Tier 2 PW Arterial and Collector Street
Pavement Maintenance
-$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 4,000,000$
14 PG Tier 2 PW Bridge Repairs 500,000$ $ 500,000 500,000$ 500,000$ 500,000$ 2,500,000$
15 PJ Tier 2 PW CityCenter Englewood Station/S.
Santa Fe Dr. Ped/Bike Bridge
-$ -$ 300,000$ 5,000,000$ -$ 5,300,000$
16 PJ Tier 2 PW Neighborhood Traffic Calming
Program
100,000$ -$ -$ -$ -$ 100,000$
17 PG Tier 2 PW Walk & Wheel Implementation 250,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,250,000$
18 PJ Tier 2 PW Replace ServiCenter Facility 15,000,000$ -$ -$ -$ -$ 15,000,000$
Subtotals PIF Slide 2 $ 16,825,000 $ 2,975,000 $ 3,350,000 $ 8,100,000 $ 3,150,000 34,400,000$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 326 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line #PJ
PG
Priority Dept Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
19 PG Tier 3 PW Arterial and Collector Streets
Sidewalk Widening to 6 feet
where necessary
-$ 300,000$ 300,000$ 300,000$ 300,000$ 1,200,000$
20 PJ Tier 3 PW Belleview Ave, Fox St to
Broadway
-$ 200,000$ 1,300,000$ -$ -$ 1,500,000$
21 PJ Tier 3 PW Broadway Mid-Block Crossing at
Gothic
-$ 200,000$ 500,000$ -$ -$ 700,000$
22 PJ Tier 3 PW Broadway Reconstruction
Evaluation
-$ 100,000$ -$ -$ -$ 100,000$
23 PJ Tier 3 PW Broadway Safety Improvements -$ 75,000$ 300,000$ -$ -$ 375,000$
24 PJ Tier 3 PW Broadway, Yale to Hampden -$ -$ 2,200,000$ 13,000,000$ -$ 15,200,000$
25 PJ Tier 3 PW CityCenter Englewood Station
Platform Shelter
-$ -$ 40,000$ -$ -$ 40,000$
26 PJ Tier 3 PW City-Wide Transportation Plan -$ 250,000$ -$ -$ -$ 250,000$
27 PJ Tier 3 PW Santa Fe PEL Bike-Ped
Improvements
-$ 300,000$ -$ -$ -$ 250,000$
Subtotals PIF Slide 3 $ - $ 1,425,000 $ 4,640,000 $ 13,300,000 $ 300,000 19,665,000$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 327 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line
#
PJ
PG
Priority Dept Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
28 PJ Tier 3 PW Clarkson Bike Blvd, Hampden to
Dartmouth
-$ 200,000$ 300,000$ -$ -$ 500,000$
29 PJ Tier 3 PW Dartmouth Rail Trail Bridge -$ -$ 500,000$ 3,500,000$ -$ 4,000,000$
30 PJ Tier 3 PW Hampden Rail Trail Pedestrian
Bridge
-$ 250,000$ 4,000,000$ -$ -$ 4,250,000$
31 PG Tier 3 PW Implementation of NH Traffic
Calming & Safe Routes to School
initiatives
-$ 250,000$ 250,000$ 250,000$ 250,000$ 1,000,000$
32 PJ Tier 3 PW Logan, Tufts to Oxford -$ -$ 2,800,000$ -$ -$ 2,800,000$
33 PG Tier 3 PW Neighborhood Street Lighting by
Area
-$ 150,000$ 150,000$ 200,000$ 200,000$ 700,000$
34 PJ Tier 3 PW Rail Trail Segment 1 Bridge (Big
Dry Creek - Oxford Station)
-$ -$ 500,000$ 1,500,000$ -$ 2,000,000$
35 PJ Tier 3 PW Rail Trail Segment 2 (Oxford
Station - S. Platte River Trail)
-$ -$ 400,000$ 3,500,000$ -$ 3,900,000$
36 PJ Tier 3 PW Rail Trail Segment 3 (S. Platte
River Trail - W. Bates Ave.)
-$ -$ 350,000$ 3,500,000$ -$ 3,850,000$
Subtotals PIF Slide 4 $ - $ 850,000 $ 9,250,000 $12,450,000 $ 450,000 $23,000,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 328 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line
#
PJ
PG
Priority Dept Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
37 PJ Tier 3 PW Reconstruction of East Paseo -$ -$ 300,000$ -$ -$ 300,000$
38 PJ Tier 3 PW Southwest Greenbelt Trail (S.
Cherokee St. - S. Windermere
St.)
-$ -$ 350,000$ 3,000,000$ -$ 3,350,000$
39 PG Tier 3 PW Street Lights and Furniture
repair/replacement
-$ 50,000$ 50,000$ 50,000$ 50,000$ 200,000$
40 PG Tier 3 PW Street Reconstruction -$ 500,000$ 500,000$ 500,000$ 500,000$ 2,000,000$
41 PG Tier 3 PW Traffic Signal Replacement -$ 750,000$ 750,000$ 750,000$ 750,000$ 3,000,000$
42 PG Tier 3 PW Transportation System Upgrade -$ 75,000$ 75,000$ 100,000$ 100,000$ 350,000$
Subtotals PIF Slide 5 $ - $ 1,375,000 $ 2,025,000 $ 4,400,000 $ 1,400,000 $ 9,200,000
Subtotals PIF Slide 4 $ - $ 850,000 $ 9,250,000 $ 12,450,000 $ 450,000 $ 23,000,000
Subtotals PIF Slide 3 $ - $ 1,425,000 $ 4,640,000 $ 13,300,000 $ 300,000 $ 19,665,000
Subtotals PIF Slide 2 $ 16,825,000 $ 2,975,000 $ 3,350,000 $ 8,100,000 $ 3,150,000 $ 34,400,000
Subtotals PIF Slide 1 $ 6,100,000 $ 2,150,000 $ 2,350,000 $ 2,350,000 $ 2,350,000 $ 15,300,000
PIF Grand Total $ 22,925,000 $ 8,775,000 $ 21,615,000 $ 40,600,000 $ 7,650,000 $ 101,565,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 329 of 386
2024-2028 Tier 1 Capital Projects
Capital Projects Fund (31)
Line
#
PJ
PG
Priority Dept Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PG Tier 1 PW ADA Compliance Projects $ 100,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 700,000
2 PG Tier 1 PW Facilities and Operations $1,567,500 $2,058,500 $ 835,000 $ 325,000 $ 325,000 $ 5,111,000
3 PG Tier 1 PW Security Civic Center and Rec Center $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ - $ 80,000
4 PJ Tier 2 PW Facility Backup Generators $ 700,000 $ 925,000 $ - $ - $ - $ 1,625,000
5 PG Tier 2 PW Annual Common Area Furniture
Rl
$ 15,000 $ 15,000 $ 15,000 $ 15,000 $ - $ 60,000
6 PJ Tier 2 PW Civic Center 2nd Floor Carpet Replacements $ - $ 100,000 $ - $ - $ - $ 100,000
Totals $2,402,500 $3,268,500 $1,020,000 $ 510,000 $ 475,000 $ 7,676,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 330 of 386
2024-2028 Tier 1 Capital ProjectsStormwater Drainage Fund (42)
Line
#
PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PJ Tier 1 Clean & televise storm sewer 100,000$ -$ -$ -$ -$ 100,000$
2 PJ Tier 1 Hospital Project Old Hampden Avenue,
Lincoln to Clarkson
3,000,000$ -$ -$ -$ -$ 3,000,000$
3 PG Tier 1 Repair/rehabilitate existing storm
sewer
500,000$ 400,000$ 350,000$ 350,000$ 350,000$ 1,950,000$
4 PJ Tier 1 South Englewood Drainageway Plan
50/50 IGA MHFD
500,000$ 400,000$ -$ -$ -$ 900,000$
5 PJ Tier 1 South Englewood Stormwater
Improvements (Water Pollution Control
Revolving Fund Loan)
17,000,000$ -$ -$ -$ -$ 17,000,000$
6 PJ Tier 2 Dry Gulch/Harvard Gulch Master
Drainageway Plan IGA
375,000$ 375,000$ 600,000$ -$ -$ 1,350,000$
7 PG Tier 2 Small Area Drainage Improvements 200,000$ 250,000$ 250,000$ 300,000$ 300,000$ 1,300,000$
Totals 21,675,000$ 1,425,000$ 1,200,000$ 650,000$ 650,000$ 25,600,000$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 331 of 386
2024-2028 Tier 1 Capital ProjectsConcrete Utility Fund (44)
Line
#
PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PG Tier 1 Sidewalk Repair by Area 800,000$ 800,000$ 825,000$ 825,000$ 825,000$ 4,075,000$
2 PG Tier 1 Curb and Gutter Repair 175,000$ 200,000$ 200,000$ 225,000$ 225,000$ 1,025,000$
Totals 975,000$ 1,000,000$ 1,025,000$ 1,050,000$ 1,050,000$ 5,100,000$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 332 of 386
2024-2028 Tier 1 Capital ProjectsServicenter Fund (61)
Line
#
PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PG Tier 1 ServiCenter Building Upgrades 115,000$ 357,500$ 500,000$ -$ -$ 972,500$
Totals 115,000$ 357,500$ 500,000$ -$ -$ 972,500$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 333 of 386
2024-2028 Tier 1 Capital ProjectsCapital Equipment Replacement Fund (62)
Line
#
PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PG Tier 1 Fleet CERF 2,240,186$ 1,159,540$ 2,352,251$ 1,621,050$ 426,402$ 7,799,429$
Totals 2,240,186$ 1,159,540$ 2,352,251$ 1,621,050$ 426,402$ 7,799,429$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 334 of 386
Summary Enhancement Requests
Enhancement RequestFund # of FTE
Requests
Ongoing
Amount
One-
Time
Amount
Total
Amount
Traffic Engineer/Program Manager General 1.0 $150,000
$168,100
$5,000
$0
$150,000
$168,100
Parking Management Plan Development General 0.0 $0 $50,000 $50,000
Jet/Vacuum Truck Replacement [Total cost for enhancement is
$400,000 ($220,000 from Stormwater Drainage Fund and $180,000
from CERF)]
Storm 0.0 $0 $300,000
$220,000
$300,000
$220,000
Cartegraph Facilities Domain General 0.0 $0 $15,000 $15,000
Cartegraph Asset Builder General 0.0 $0 $7,500 $7,500
Cartegraph Traffic Signals Domain General 0.0 $0 $7,500 $7,500
TOTALS 1.0 $150,000
$168,100
$385,000
$300,000
$535,000
$468,100Page 335 of 386
Enhancement #1 –Traffic Engineer
•Request:Traffic Engineer/Program Manager
•Department/Divi
sion:
Public Works/Engineering
•Priority:Tier 2
•Personnel:# of Full-Time Equivalent (FTE) Employees 1
•Budget:Ongoing
$150,000
$168,100
One-Time
$
Total
$155,000
$168,100
•Technology:$$5,000 $(~$5,000 per New FTE)
•Facilities:$$$
•Description:The Traffic Engineer position was repurposed in 2021 with the assumption that existing
staff could take on these responsibilities. This position is being reinstated as
the workload is too great to be assumed by the current staff.The city continues to have
a backlog of traffic-related requests &projects.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 336 of 386
Enhancement #2 –Parking Management Plan
Development
•Request:Parking Management Plan Development
•Department/Divi
sion:
Public Works/Engineering
•Priority:Tier 2
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$
One-Time
$50,000
Total
$50,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Develop a parking management plan for the city to centralize and consolidate parking
restrictions and enforcement on all city streets
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 337 of 386
Enhancement #3 –Jet/Vacuum Truck
•Request:Jet/Vacuum Truck replacement
•Department/Divi
sion:
Public Works/Stormwater
•Priority:Tier 1
•Personnel:# of Full-Time Equivalent (FTE) Employees 0
•Budget:Ongoing
$
One-Time
$300,000
$220,000
Total
$300,000
$220,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:In response to system maintenance needs for keeping the storm sewer system clean, a
new jet/vacuum maintenance truck is needed to replace the current unreliable truck that
is not available for extended periods due to unscheduled maintenance requirements.
Total cost of the replacement truck is $400,000 ($220,000 from Stormwater Drainage
Fund and $180,000 from CERF)
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 338 of 386
Enhancement #4 –Cartegraph Facilities
•Request:Add Cartegraph Facilities Domain
•Department/Divi
sion:
Public Works/Engineering
•Priority:Tier 2
•Personnel:# of Full-Time Equivalent (FTE) Employees 0
•Budget:Ongoing
$0
One-Time
$15,000
Total
$15,000
IT budget includes the $7,500 ongoing
subscription cost
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:The Cartegraph Facilities Domain allows for management of the City's various facility
assets and would be an extension to the previously purchased Cartegraph asset
management system.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 339 of 386
Enhancement #5 –Cartegraph Asset Bldr
•Request:Add Cartegraph Asset Builder Domain
•Department/Divi
sion:
Public Works/Engineering
•Priority:Tier 2
•Personnel:# of Full-Time Equivalent (FTE) Employees 0
•Budget:Ongoing
$0
One-Time
$7,500
Total
$7,500
IT budget includes the $5,500 ongoing
subscription cost
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:The Cartegraph Asset Builder Domain allows for creation of groups of assets or routes
and areas to be managed as a program and would be an extension to the previously
purchased Cartegraph asset management system.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 340 of 386
Enhancement #6 –Cartegraph Traffic Signal
•Request:Add Cartegraph Traffic Signals Domain
•Department/Divi
sion:
Public Works/Engineering
•Priority:Tier 2
•Personnel:# of Full-Time Equivalent (FTE) Employees 0
•Budget:Ongoing
$0
One-Time
$7,500
Total
$7,500
IT budget includes the $2,500 ongoing
subscription cost
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:The Cartegraph Traffic Signal Domain allows for management of the City's traffic
signals and would be an extension to the previously purchased Cartegraph asset
management system.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 341 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
42-1607-33513
Stormwater
Maintenance
Fees
$19.25/
month
for
single
family
$20.63/
month
for
single
family
$237,600
7.2%
$0
0.0%
Match the Engineering News Record
(ENR)Construction Cost Index average annual
increase for the Denver Metro area to ensure
capital spending power is consistent with current
construction market
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%Page 342 of 386
Questions and/or Comments
Page 343 of 386
Water Fund
Utilities Department Overview
Page 344 of 386
Department Overview
•34,000 residents and 2,100 businesses
•Provides drinking water and wastewater
collection services
•Water Infrastructure:
•Charles Allen Water Treatment Plant
•166 miles of pipe
•2 high pressure pump stations
•2 booster stations
•3 storage tanks
•Wastewater Infrastructure:
•82 miles of collection pipe
•1,605 manholes
•Majority of collection sent to South Platte Renew
•Joint ownership of South Platte Renew with City of Littleton
•Service population of 300,000
Page 345 of 386
Organizational StructureOrganizational Structure
Operations & Maintenance (41)
o Deputy Director (1 FTE)
o Supervisors (10 FTEs)
o O&M Staff (30 FTEs)
Business Solutions (11.5)
o Deputy Director (0.5 FTE)
o Supervisor (1 FTE)
o Billing and Admin Staff (10 FTEs)*
Engineering (8.5)
o Deputy Director (0.5 FTE)
o Supervisors (2 FTEs)
o Engineering Staff (6 FTEs)
*3 FTEs approved for monthly Connector District billing
Note: 62 approved FTEs (includes Director)Page 346 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsN/A
Infrastructure &
Transportation Ensure protection of the City's water and sewer infrastructure
Economy N/A
Safety Ensure safe drinking water is delivered to customers that meets State and Federal
Regulations
Sustainability Protection of water resources
Community
Wellbeing
Ensure safe drinking water is delivered to customers that meets State and
Federal Regulations
Governance Develop a long-term financial plan that addresses the infrastructure needs of the water and
sewer system while maintaining affordable rates and feesPage 347 of 386
2024-2028 Tier 1 Capital ProjectsWater Fund (40)
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
Line
#
PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PJ Tier 1 Allen WTP Office Expansion (WIFIA)380,000$ -$ -$ -$ -$ 380,000$
1 PJ Tier 1 Allen WTP Space Improvements Phase I -
Construction (WIFIA)
380,000$ -$ -$ -$ -$ 380,000$
2 PJ Tier 1 Blower Building Modifications (WIFIA)650,000$ -$ -$ -$ -$ 650,000$
2 PJ Tier 1 Blower Building Modifications - Construction
(WIFIA)
320,000$ -$ -$ -$ -$ 320,000$
3 PJ Tier 1 Operations Complex (WIFIA)500,000$ 3,500,000$ 5,500,000$ -$ -$ 9,500,000$
3 PJ Tier 1 Allen WTP Space Improvements Phase II -
Design (WIFIA)
140,000$ -$ -$ -$ -$ 140,000$
NEW
(4)
PJ Tier 1 Allen WTP Space Improvements Phase II -
Construction (WIFIA)
350,000$ 910,000$ -$ -$ -$ 1,260,000$
NEW
(5)
PJ Tier 1 ServiceCenter Space Improvements - Design
(WIFIA)
140,000$ -$ -$ -$ -$ 140,000$
NEW
(6)
PJ Tier 1 ServiceCenter Space Improvements -
Construction (WIFIA)
350,000$ 910,000$ -$ -$ -$ 1,260,000$
Subtotal Capital Projects (Slide 1)1,680,000$ 1,820,000$ -$ -$ -$ 3,500,000$ Page 348 of 386
2024-2028 Tier 1 Capital ProjectsWater Fund (40)
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
Line
#
PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
7 PJ Tier 1 Allen WTP EI&C Improvements (WIFIA)1,030,000$ 1,030,000$ 1,030,000$ 1,030,000$ 500,000$ 4,620,000$
8 PJ Tier 1 Allen WTP Process Improvements (WIFIA)2,320,000$ 2,160,000$ 2,160,000$ 6,000,000$ 7,000,000$ 19,640,000$
9 PG Tier 1 Annual Waterline Replacement - Design 270,000$ 160,000$ 160,000$ 160,000$ 160,000$ 910,000$
10 PG Tier 1 Annual Waterline Replacement - 2,160,000$ 2,160,000$ 2,160,000$ 2,160,000$ 2,160,000$ 10,800,000$
NE
W
(11)
PJ Tier 1 Denver Water Emergency Interconnect 3,000,000$ -$ -$ -$ -$ 3,000,000$
12 PJ Tier 1 Water Meter Improvements (WIFIA)2,160,000$ -$ -$ -$ -$ 2,160,000$
13 PJ Tier 1 City Ditch Piping Project 4,320,000$ 6,480,000$ 1,080,000$ -$ -$ 11,880,000$
14 PJ Tier 1 Big Dry Creek Diversion 1,080,000$ -$ -$ -$ -$ 1,080,000$
15 PJ Tier 1 Pump Station Improvements (WIFIA)1,080,000$ 2,160,000$ 2,160,000$ 2,160,000$ 2,160,000$ 9,720,000$
15 PJ Tier 1 Pump Station Improvements (WIFIA)-$ 1,080,000$ 2,160,000$ 2,160,000$ 2,160,000$ 7,560,000$
16 PJ Tier 1 Clarkson & Hampden Booster Pump Station
Improvements
1,080,000$ -$ -$ -$ -$ 1,080,000$
17 PJ Tier 1 Old Hampden Improvements (ARPA)3,240,000$ 430,000$ -$ -$ -$ 3,670,000$
18 PG Tier 1 Annual Valve Replacement 220,000$ 220,000$ 220,000$ 220,000$ 220,000$ 1,100,000$
19 PJ Tier 1 Water Supply Projects 110,000$ 110,000$ 1,080,000$ 2,160,000$ 2,160,000$ 5,620,000$
Subtotal Capital Projects (Slide 2)20,990,000$ 13,830,000$ 10,050,000$ 13,890,000$ 14,360,000$ 73,120,000$ Page 349 of 386
2024-2028 Tier 1 Capital ProjectsWater Fund (40)
Lead Service Line (LSL) Program –Assumes 10-Year accelerated replacement
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
SRF=State Revolving Fund; WIFIA=Water Infrastructure Finance and Innovation Act
Line
#
PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
20 PJ Tier 1 Lead Service Line Prgm. Mgmt. (WIFIA) $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 5,000,000
20 PJ Tier 1 Lead Service Line Prgm. Mgmt. (WIFIA) $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 2,500,000
21 PJ Tier 1 Lead Service Line Replacement (WIFIA) $ 3,000,000 $ 5,000,000 $ 5,000,000 $ 1,000,000 $ - $ 14,000,000
21 PJ Tier 1 Lead Service Line Replacement (WIFIA) $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ - $ 8,000,000
22 PJ Tier 1 Lead Service Line Replacement (SRF) $ 4,000,000 $ 12,000,000 $ 12,000,000 $ 15,000,000 $ 15,000,000 $ 58,000,000
22 PJ Tier 1 Lead Service Line Replacement (SRF) $ 6,300,000 $ 6,300,000 $ 6,300,000 $ 6,300,000 $ 8,300,000 $ 33,500,000
LSL Program Subtotal $ 8,000,000 $ 18,000,000 $ 18,000,000 $ 17,000,000 $ 16,000,000 $ 77,000,000
LSL Program Subtotal $ 8,800,000 $ 8,800,000 $ 8,800,000 $ 8,800,000 $ 8,800,000 $ 44,000,000
Water Fund Capital Projects Subtotal (Slide 1) $ 1,680,000 $ 1,820,000 $- $- $- $ 3,500,000
Water Fund Capital Projects Subtotal (Slide 2) $ 20,990,000 $ 13,830,000 $ 10,050,000 $ 13,890,000 $ 14,360,000 $ 73,120,000
Water Fund Capital Projects Grand Total $ 28,600,000 $ 36,410,000 $ 33,550,000 $ 30,890,000 $ 30,360,000 $ 159,810,000
Water Fund Capital Projects Grand Total $ 31,470,000 $ 24,450,000 $ 18,850,000 $ 22,690,000 $ 23,160,000 $ 120,620,000 Page 350 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Building Rental 0.0 $28,000 $0 $28,000
Software/Hardware Maintenance Agreement 0.0 $0 $300,000 $300,000
0.5 FTE Network Engineer (Split with IT Dept)0.5 $68,250 $0 $68,250
Professional Services 0.0 $200,000 $300,000 $500,000
TOTALS 0.5 $296,250 $600,000 $896,250
Page 351 of 386
Enhancement #1 –Building Rental
•Request:Building Rental
•Department/Division:Utilities / Business Solutions
•Priority:Tier 1 -Urgent
•Personnel:No FTEs
•Budget:Ongoing
$28,000
One-Time
$
Total
$28,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Four temporary office trailers are essential for accommodating staff during the design and
construction of space improvements. These trailers provide a practical and efficient solution
to ensure uninterrupted workflow and productivity. As the space is being enhanced, it is
crucial to maintain a conducive work environment for the employees.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 352 of 386
Enhancement #2 -Software/Hardware Maintenance Agreement
•Request:EPA Cybersecurity Compliance
•Department/Divi
sion:
Utilities / Business Solutions
•Priority:Tier 1 -Urgent
•Personnel:0.5 FTE Network Engineer (Split with IT Dept.)
•Budget:Ongoing
$68,250
One-Time
$300,000
Total
$368,250
•Technology:$0 $0 $0 (~$5,000 per New FTE) –budgeted in the IT
Dept. request
•Facilities:$$$
•Description:Implementing cybersecurity best practices is critical for water and wastewater utilities to reduce
the risk of cybersecurity threats. States must evaluate the cybersecurity of operational technology
used by a public water system when conducting sanitary surveys or through other State programs.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 353 of 386
Enhancement #3 -Professional Services
•Request:Professional Services
•Department/Divi
sion:
Utilities / Engineering
•Priority:Tier 1 -Urgent
•Personnel:No FTEs
•Budget:Ongoing
$200,000
One-Time
$300,000
Total
$500,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Inflationary increase for on-call engineering professional services($100,000). Increase to Water
Resources Engineering to account for upcoming rate increases ($100,000). Water Resources Legal
increase is due to additional anticipated days in water court ($300,000).
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 354 of 386
2024 Rates/Fee Proposal –Water Fund
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
Water Rates 4.5% above
2022 rates
4.5% above
2023 rates
$274,793 Planned annual 4.5% increase in water fees
per the Water Fund long-term financial plan.
Rate increases needed to execute the Capital
Improvement Plan.
Water
Connection Fee
3.25% above
2022 fees
$20,122 per SFE
3.93% above
2023 fees
$20,913 per SFE
$39,540 Planned annual 3.93% increase in tap fees per
the Water Fund long-term financial plan.
Adjustment for cost escalation from the
Engineering News Record Construction Cost
Index average 5-year change.
Capital
Investment Fee
$16/Single
Family
Residence
No increase
(every other year
increase)
$0 Capital Investment Fee by meter size planned
in 2025 per the Water Fund long-term
financial plan.Page 355 of 386
Questions and/or Comments
Page 356 of 386
Sewer Fund
Utilities Department Overview
Page 357 of 386
Department Overview
•34,000 residents and 2,100 businesses
•Provides drinking water and wastewater
collection services
•Water Infrastructure:
•Charles Allen Water Treatment Plant
•166 miles of pipe
•2 high pressure pump stations
•2 booster stations
•3 storage tanks
•Wastewater Infrastructure:
•82 miles of collection pipe
•1,605 manholes
•Majority of collection sent to South Platte Renew
•Joint ownership of South Platte Renew with City of Littleton
•Service population of 300,000
Page 358 of 386
Organizational StructureOrganizational Structure
Operations & Maintenance (41)
o Deputy Director (1 FTE)
o Supervisors (10 FTEs)
o O&M Staff (30 FTEs)
Business Solutions (11.5)
o Deputy Director (0.5 FTE)
o Supervisor (1 FTE)
o Billing and Admin Staff (10 FTEs)*
Engineering (8.5)
o Deputy Director (0.5 FTE)
o Supervisors (2 FTEs)
o Engineering Staff (6 FTEs)
*3 FTEs approved for monthly Connector District billing
Note: 62 approved FTEs (includes Director)Page 359 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsN/A
Infrastructure &
Transportation Ensure protection of the City's water and sewer infrastructure
Economy N/A
Safety Ensure safe and reliable sanitary sewer services that meet State and Federal Regulations
Sustainability Protection of water resources
Community
Wellbeing Ensure safe and reliable sanitary sewer services that meet State and Federal Regulations
Governance Develop a long-term financial plan that addresses the infrastructure needs of the water and
sewer system while maintaining affordable rates and feesPage 360 of 386
2024-2028 Tier 1 Capital Project -UpdatesSewer Fund (41)
Line #PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PG Tier 1 SPR Capital 50/50 split (WIFIA) $ 8,505,696 $ 7,750,064 $ 6,577,337 $ 5,548,791 $ 8,117,872 $ 36,499,760
1 PG Tier 1 SPR Capital 50/50 split (WIFIA) $ 9,205,250 $ 7,750,250 $ 6,577,000 $ 5,549,000 $ 8,118,000 $ 37,199,500
2 PJ Tier 1 Operations Complex (WIFIA) $ 200,000 $ 900,000 $ 1,500,000 $ - $ - $ 2,600,000
2 PJ Tier 1 Allen WTP Space Improvements
Phase II - Design (WIFIA)
$ 60,000 $ - $ - $ - $ - $ 60,000
NEW
(3)
PJ Tier 1 Allen WTP Space Improvements
Phase II - Construction (WIFIA)
$ 180,000 $ 360,000 $ - $ - $ - $ 540,000
NEW
(4)
PJ Tier 1 ServiCenter Space Improvements -
Design (WIFIA)
$ 60,000 $ - $ - $ - $ - $ 60,000
NEW
(5)
PJ Tier 1 ServiCenter Space Improvements -
Construction (WIFIA)
$ 180,000 $ 360,000 $ - $ - $ - $ 540,000
6 PG Tier 1 Sewer Pipe Rehab $430,000 $430,000 $430,000 $430,000 $430,000 $ 2,150,000
6 PG Tier 1 Sewer Pipe Rehab $480,000 $480,000 $480,000 $480,000 $480,000 $ 2,400,000
7 PG Tier 1 Manhole Rehab $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000
Totals $ 9,185,696 $ 9,130,064 $ 8,557,337 $ 6,028,791 $ 8,597,872 $ 41,499,760
Totals $ 10,165,250 $ 8,950,250 $ 7,057,000 $ 6,029,000 $ 8,598,000 $ 40,799,500
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
WIFIA=Water Infrastructure Finance and Innovation ActPage 361 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Software/Hardware Maintenance Agreement 0.0 $69,000 $0 $69,000
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
TOTALS 0.0 $69,000 $0 $69,000
Page 362 of 386
Enhancement #1 -Software/Hardware Maintenance Agreement
•Request:Software/Hardware Maintenance Agreement
•Department/Divi
sion:
Utilities / Business Solutions
•Priority:Tier 1 -Urgent
•Personnel:No FTEs
•Budget:Ongoing
$69,000
One-Time
$
Total
$69,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Increases in IT software costs for Utilities Department software, and anticipated Utility
Billing Software enhancements
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)Page 363 of 386
2024 Rates/Fee Proposal –Sewer Fund
Revenue Fee Line Item2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
Sewer Rates 4.5%
(above 2022 rates)
4.5%
(above 2023 rates)$933,139
Rate increases needed to execute Capital
Improvement Plan and meet minimum required
Sewer Fund balance
Sewer Rates (Outside
City Treatment per
1,000 gal)$4.19 $4.38
Estimated in amount
above
Planned annual 4.5% increase in sewer fees per the
Sewer Fund long-term financial plan. Rate increases
needed to execute the Capital Improvement Plan.
Sewer Rates (Inside
City Treatment per
1,000 gal)
$2.76 $2.88 Estimated in amount
above
Planned annual 4.5% increase in sewer fees per the
Sewer Fund long-term financial plan. Rate increases
needed to execute the Capital Improvement Plan.
Sewer Rates (Inside
City Treatment +
Collection per
1,000gal)
$3.58 $3.74 Estimated in amount
above
Planned annual 4.5% increase in sewer fees per the
Sewer Fund long-term financial plan. Rate increases
needed to execute the Capital Improvement Plan.
Sewer Connection Fee
3.25%
(above 2022 fees)
$2,513 per SFE
3.93% (above
2023 fees)
$2,612 per SFE
$14,881
Adjustment for cost escalation from the
Engineering News Record Construction Cost
Index average 5-year change.Page 364 of 386
Questions and/or Comments
Page 365 of 386
South Platte Renew
Department Overview
Page 366 of 386
Department Overview
Vision:Renewing water for Colorado’s future
Mission: Dedicated professionals leading the industry by…
•Providing high-quality treatment for high-quality water.
•Rethinking wastewater through innovative solutions.
•Engaging our community to build stronger partnerships.
Values: Safety, Passion, Leadership, Accountability, Trust, Teamwork,
Excellence
Page 367 of 386
Organizational Structure
Engineering
•Deputy Director –Engineering (1 FTE)
•Engineering Supervisors (5 FTEs)
•Engineering Staff (11 FTEs)
Environmental Programs
•Deputy Director –Environmental Programs (1 FTE)
•Environmental Programs Supervisors (3 FTEs)
•Environmental Programs Staff (14 FTEs)
Business Solutions
•SPR Director (1 FTE)
•Deputy Director –Business Solutions (1 FTE)
•Business Solutions Supervisor (1 FTE)
•Business Solutions Staff (5 FTEs)
Operations & Maintenance
•Deputy Director –O&M (1 FTE)
•O&M Supervisors (10 FTEs)
•O&M Staff (32 FTEs)Page 368 of 386
Strategic Plan Connection
Strategic OutcomeHow does the department budget support the strategic outcome?
NeighborhoodsN/A
Infrastructure &
TransportationUtilize data-driven decision making to address aging infrastructure and meet regulatory demands
EconomyN/A
SafetyN/A
Sustainability Continue to sustainably treat wastewater to protect public health and the environment while seeking innovative
opportunities to advance SPR
Community
WellbeingN/A
GovernanceProvide transparency regarding organizational goals,initiatives,and challenges while meeting regulatory
requirementsPage 369 of 386
2024-2028 Tier 1 Capital ProjectsSouth Platte Renew Fund (90)
Line
#
PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PJ Tier 1 Sidestream Nitrogen Removal (WIFIA) $ - $ 2,000,000 $ 6,139,000 $2,000,000 $ - $10,139,000
2 PJ Tier 1 Centrate Other Improvements $ - $ - $ 1,712,000 $ - $ - $ 1,712,000
3 PJ Tier 1 DAFT Asset Renewal (near-term)(WIFIA) $ - $ - $ 342,000 $1,166,000 $ - $ 1,508,000
4 PJ Tier 1 Denite Asset Renewal (Methanol
System)(WIFIA)
$ - $ - $ - $ - $ - $ -
5 PJ Tier 1 Dewatering Asset Renewal (near-term)(WIFIA) $ - $ - $ - $ - $ - $ -
6 PG Tier 1 EI&C - VFD & MCC Replacement Projects
(WIFIA)
$ - $ 2,000,000 $ 3,000,000 $2,000,000 $ 2,000,000 $ 9,000,000
7 PJ Tier 1 Headworks Improvements (near-term)(WIFIA) $ - $ 5,000,000 $ - $ - $ - $ 5,000,000
8 PJ Tier 1 NTF Asset Renewal (WIFIA) $ - $ - $ - $ 285,000 $ 2,669,000 $ 2,954,000
9 PJ Tier 1 O&M Complex (WIFIA) $10,645,000 $ - $ - $ - $ - $10,645,000
10 PG Tier 1 Operating Machinery & Equipment 90 2021 011 $ 205,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,005,000
11 PG Tier 1 Operational Improvements - 90 2022 001 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 2,500,000
12 PJ Tier 1 SCT Asset Renewal (long-term) $ - $ - $ - $ 769,000 $ 3,459,000 $ 4,228,000
13 PJ Tier 1 Primary Clarifiers Facility Rehab and
Replacement (WIFIA)
$ - $ - $ - $ 500,000 $ 2,647,000 $ 3,147,000
Subtotals SPR Slide 1 $11,350,000 $ 9,700,000 $11,893,000 $7,420,000 $11,475,000 $51,838,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
WIFIA=Water Infrastructure Finance and Innovation ActPage 370 of 386
2024-2028 Capital ProjectsSouth Platte Renew Fund (90)
Line
#
PJ
PG
Priority Project Name Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
14 PJ Tier 1 Solids Enhancement Project (near-
term) (WIFIA)
6,600,000$ -$ -$ -$ -$ 6,600,000$
15 PG Tier 1 SPR Computer Hardware/Software 192,500$ 75,000$ 75,000$ 75,000$ 75,000$ 492,500$
16 PG Tier 1 SPR Vehicles 68,000$ 125,000$ 200,000$ 100,000$ 100,000$ 593,000$
17 PG Tier 1 Study/Pilot Test Program (WIFIA)200,000$ 2,000,000$ 250,000$ 250,000$ 250,000$ 2,950,000$
18 PJ Tier 1 Trickle Filter Rehab and Replacement
(near-term)(WIFIA)
-$ 200,000$ 730,000$ 3,000,000$ -$ 3,930,000$
19 PJ Tier 1 Yard Piping Replacements - Site
Improvements
-$ -$ -$ 529,000$ 1,586,000$ 2,115,000$
20 PJ Tier 1 E/I&C - Transformer and Switchgear
Replacements
-$ -$ -$ 250,000$ 2,000,000$ 2,250,000$
21 PJ Tier 1 Digester Asset Renewal (near-
term)(WIFIA)
-$ -$ 150,000$ 617,000$ 2,000,000$ 2,767,000$
Subtotals SPR Slide 2 7,060,500$ 2,400,000$ 1,405,000$ 4,821,000$ 6,011,000$ 21,697,500$
Subtotals SPR Slide 1 11,350,000$ 9,700,000$ 11,893,000$ 7,420,000$ 11,475,000$ 51,838,000$
Grand Totals 18,410,500$ 12,100,000$ 13,298,000$ 12,241,000$ 17,486,000$ 73,535,500$
50% Share - COE Sewer Fund 9,205,250$ 6,050,000$ 6,649,000$ 6,120,500$ 8,743,000$ 36,767,750$
50% Share - COL Sewer Fund 9,205,250$ 6,050,000$ 6,649,000$ 6,120,500$ 8,743,000$ 36,767,750$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
WIFIA=Water Infrastructure Finance and Innovation ActPage 371 of 386
Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
No enhancements requested. 0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
TOTALS 0.0 $0 $0 $0Page 372 of 386
2024 Revenue Proposal
Revenue Fee
Line Item
2023
Existing
Rate
2024
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
N/A $0
0.0%
$0
0.0%Any rate or fee changes will be
addressed through the cities of
Littleton and Englewood
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%Page 373 of 386
Questions and/or Comments
Page 374 of 386
CIP Matrix Review
2024 Capital Requests
Page 375 of 386
2024 Capital Requests
•Funding for Public Improvement Fund ~$5M annually
•Vehicle Use Tax
•Building Use Tax
•Arapahoe County Road and Bridge Tax
•Funding for Capital Projects Fund
•No dedicated funding source; typically funding from transfers out of the General Fund
and/or Public Improvement Fund
•Capital requests are identified as Projects (one-time) or Programs (ongoing):
•Capital Projects: typically one-time expenditure used to acquire or construct an asset;
cash outlay may be over 1-4 years and occur every 5-30 years
•Capital Programs: typically ongoing or require an annual expenditure to maintain or
extend the life of an assetPage 376 of 386
PIF and CPF Prioritization of Capital Requests
Approximately $5M funding available for Tier 1 capital requests of the Public Improvement
Fund and the Capital Projects Fund totalling over $9M.
Staff have provided their recommended capital requests and is seeking direction from City
Council, and the following Boards, Commissions and Committees with capital budget
oversight to prioritize the 2024 capital requests:
•Planning and Zoning Commission
•Library Board
•Parks and Recreation Commission
•Englewood Transportation Advisory Committee
•Budget Advisory Committee
Page 377 of 386
Staff Recommendation-2024 Tier 1 Capital Requests
Public Improvement Fund (PIF) & Capital Projects Fund (CPF)
Line #PJ
PG
Fund Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
1 PG PIF Tier 1 COMM Way Finding and Placemaking Ongoing 100,000$ 200,000$
2 PG PIF Tier 1 PRLG Parks & Rec Parking Lot Maint Ongoing 70,000$ 70,000$
3 PG PIF Tier 1 PW Alley Maintenance Ongoing 100,000$ 100,000$
4 PG PIF Tier 1 PW Concrete Program Accessible Ramps Ongoing 350,000$ 350,000$
5 PG PIF Tier 1 PW Concrete Utility City Share Ongoing 350,000$ 350,000$
6 PG PIF Tier 1 PW Pavement Maintenance by Area Ongoing 500,000$ 1,000,000$
7 PG PIF Tier 1 PW Road & Bridge Ongoing 300,000$ 300,000$
8 PJ CPF Tier 1 IT Badge System One-Time 725,000$ 725,000$
9 PG CPF Tier 1 IT Freedom of Information Act (FOIA) Colorado Open Records Act (CORA)
Request Portal
Ongoing 25,000$ 25,000$
10 PG CPF Tier 1 IT Network Development IT Ongoing 150,000$ 150,000$
11 PG CPF Tier 1 IT PC Replacement IT Ongoing 125,000$ 125,000$
12 PJ CPF Tier 1 IT Phone System Replacement (Implementation)One-Time 500,000$ 500,000$
13 PG CPF Tier 1 PRLG Emerald Ash Borer Mitigation Ongoing 50,000$ 50,000$
14 PG CPF Tier 1 PRLG Art in Public Places 1% Recreation Ongoing 34,845$ 39,825$
15 PG CPF Tier 1 PW ADA Compliance Projects Ongoing 100,000$ 100,000$
16 PG CPF Tier 1 PW Facilities and Operations Ongoing 1,567,500$ 1,567,500$
17 PG CPF Tier 1 PW Security Civic Center and Rec Center Ongoing 20,000$ 20,000$
18 Subtotal 2024 Capital Requests ~$5M 5,067,345$ 5,672,325$
19 PJ CPF Tier 1 IT HR Workforce Management Tool (Implementation)One-Time 222,000$ 222,000$
20 PJ PIF Tier 1 PW E Dartmouth Traffic Calming (grant match)One-Time 200,000$ 200,000$
21 PJ PIF Tier 1 PW Oxford Aveneue Pedestrian Bridge Match One-Time 500,000$ 500,000$
22 PJ PIF Tier 1 PW Union Ave Bridge Rehabilitation One-Time 1,800,000$ 1,800,000$
23 PJ PIF Tier 1 PW Union Avenue Repaving One-Time 1,500,000$ 1,500,000$
24 Subtotal 2024 Capital Requests > $5M 4,222,000$ 4,222,000$
25 Grand Total 2024 Capital Requests $ 9,289,345 $ 9,894,325
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 378 of 386
2024-2028 Tier 1 Capital Projects
Public Improvement Fund (30)
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PG Tier 1 COMM Way Finding and Placemaking Ongoing 100,000$ 200,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
2 PG Tier 1 PRLG Parks & Rec Parking Lot Maint Ongoing 70,000$ 70,000$ 80,000$ 80,000$ 85,000$ 90,000$ 405,000$
3 PG Tier 1 PW Alley Maintenance Ongoing 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
4 PG Tier 1 PW Concrete Program Accessible
Ramps
Ongoing 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
5 PG Tier 1 PW Concrete Utility City Share Ongoing 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
6 PJ Tier 1 PW E Dartmouth Traffic Calming One-Time 200,000$ 200,000$ -$ -$ -$ -$ 200,000$
7 PJ Tier 1 PW Oxford Avenue Pedestrian Bridge
Match
500,000$ 500,000$ -$ -$ -$ -$ 500,000$
8 PG Tier 1 PW Pavement Maintenance by Area Ongoing 500,000$ 1,000,000$ 1,000,000$ 1,200,000$ 1,200,000$ 1,200,000$ 5,100,000$
9 PG Tier 1 PW Road & Bridge Ongoing 300,000$ 300,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,700,000$
10 PJ Tier 1 PW Union Ave Bridge Rehabilitation One-Time 1,800,000$ $1,800,000 -$ -$ -$ -$ $1,800,000
11 PJ Tier 1 PW Union Avenue Repaving One-Time 1,500,000$ $1,500,000 -$ -$ -$ -$ $1,500,000
12 Subtotals PIF Slide 1 $ 5,770,000 $ 5,170,000 $ 2,330,000 $ 2,530,000 $ 2,535,000 $ 2,540,000 $ 15,705,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 379 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
13 PG Tier 2 PRLG Public Art Acquisition NA -$ 250,000$ 250,000$ 250,000$ 250,000$ 150,000$ 1,150,000$
14 PG Tier 2 PW Sidewalk Gap Construction NA -$ 300,000$ 300,000$ 350,000$ 400,000$ 450,000$ 1,800,000$
15 PG Tier 2 PW Signal Equipment
Upgrade/Replacement
NA -$ 175,000$ 175,000$ 200,000$ 200,000$ 200,000$ 950,000$
16 PG Tier 2 PW Alley Paving NA -$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$
17 PG Tier 2 PW Arterial and Collector Street
Pavement Maintenance
NA -$ -$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 4,000,000$
18 PG Tier 2 PW Bridge Repairs NA -$ 500,000$ $ 500,000 500,000$ 500,000$ 500,000$ 2,500,000$
19 PJ Tier 2 PW CityCenter Englewood Station/S.
Santa Fe Dr. Ped/Bike Bridge
NA -$ -$ -$ 300,000$ 5,000,000$ -$ 5,300,000$
20 PJ Tier 2 PW Neighborhood Traffic Calming
Program
NA -$ 100,000$ -$ -$ -$ -$ 100,000$
21 PG Tier 2 PW Walk & Wheel Implementation NA -$ 250,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,250,000$
22 PJ Tier 2 PW Replace ServiCenter Facility NA -$ 15,000,000$ -$ -$ -$ -$ 15,000,000$
23 Subtotals PIF Slide 2 $ - $ - $ 17,075,000 $ 3,225,000 $ 3,600,000 $ 8,350,000 $ 3,300,000 35,550,000$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 380 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
24 PG Tier 3 PW Arterial and Collector Streets
Sidewalk Widening to 6 feet where
necessary
NA -$ -$ 300,000$ 300,000$ 300,000$ 300,000$ 1,200,000$
25 PJ Tier 3 PW Belleview Ave, Fox St to Broadway NA -$ -$ 200,000$ 1,300,000$ -$ -$ 1,500,000$
26 PJ Tier 3 PW Broadway Mid-Block Crossing at
Gothic
NA -$ -$ 200,000$ 500,000$ -$ -$ 700,000$
27 PJ Tier 3 PW Broadway Reconstruction
Evaluation
NA -$ -$ 100,000$ -$ -$ -$ 100,000$
28 PJ Tier 3 PW Broadway Safety Improvements NA -$ -$ 75,000$ 300,000$ -$ -$ 375,000$
29 PJ Tier 3 PW Broadway, Yale to Hampden NA -$ -$ -$ 2,200,000$ 13,000,000$ -$ 15,200,000$
30 PJ Tier 3 PW CityCenter Englewood Station
Platform Shelter
NA -$ -$ -$ 40,000$ -$ -$ 40,000$
31 PJ Tier 3 PW City-Wide Transportation Plan NA -$ -$ 250,000$ -$ -$ -$ 250,000$
32 PJ Tier 3 PW Santa Fe PEL Bike-Ped
Improvements
NA -$ -$ 300,000$ -$ -$ -$ 250,000$
33 Subtotals PIF Slide 3 $ - $ - $ - $ 1,425,000 $ 4,640,000 $13,300,000 $ 300,000 19,665,000$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 381 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
34 PJ Tier 3 PW Clarkson Bike Blvd, Hampden to
Dartmouth
NA -$ -$ 200,000$ 300,000$ -$ -$ 500,000$
35 PJ Tier 3 PW Dartmouth Rail Trail Bridge NA -$ -$ -$ 500,000$ 3,500,000$ -$ 4,000,000$
36 PJ Tier 3 PW Hampden Rail Trail Pedestrian
Bridge
NA -$ -$ 250,000$ 4,000,000$ -$ -$ 4,250,000$
37 PG Tier 3 PW Implementation of NH Traffic
Calming & Safe Routes to School
initiatives
NA -$ -$ 250,000$ 250,000$ 250,000$ 250,000$ 1,000,000$
38 PJ Tier 3 PW Logan, Tufts to Oxford NA -$ -$ -$ 2,800,000$ -$ -$ 2,800,000$
39 PG Tier 3 PW Neighborhood Street Lighting by
Area
NA -$ -$ 150,000$ 150,000$ 200,000$ 200,000$ 700,000$
40 PJ Tier 3 PW Rail Trail Segment 1 Bridge (Big Dry
Creek - Oxford Station)
NA -$ -$ -$ 500,000$ 1,500,000$ -$ 2,000,000$
41 PJ Tier 3 PW Rail Trail Segment 2 (Oxford
Station - S. Platte River Trail)
NA -$ -$ -$ 400,000$ 3,500,000$ -$ 3,900,000$
42 PJ Tier 3 PW Rail Trail Segment 3 (S. Platte River
Trail - W. Bates Ave.)
NA -$ -$ -$ 350,000$ 3,500,000$ -$ 3,850,000$
43 Subtotals PIF Slide 4 $ - $ - $ 850,000 $ 9,250,000 $ 12,450,000 $ 450,000 $ 23,000,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 382 of 386
2024-2028 Capital Projects
Public Improvement Fund (30) Cont.
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
44 PJ Tier 3 PW Reconstruction of East Paseo NA -$ -$ -$ 300,000$ -$ -$ 300,000$
45 PJ Tier 3 PW Southwest Greenbelt Trail (S.
Cherokee St. - S. Windermere St.)
NA -$ -$ -$ 350,000$ 3,000,000$ -$ 3,350,000$
46 PG Tier 3 PW Street Lights and Furniture
repair/replacement
NA -$ -$ 50,000$ 50,000$ 50,000$ 50,000$ 200,000$
47 PG Tier 3 PW Street Reconstruction NA -$ -$ 500,000$ 500,000$ 500,000$ 500,000$ 2,000,000$
48 PG Tier 3 PW Traffic Signal Replacement NA -$ -$ 750,000$ 750,000$ 750,000$ 750,000$ 3,000,000$
49 PG Tier 3 PW Transportation System Upgrade NA -$ -$ 75,000$ 75,000$ 100,000$ 100,000$ 350,000$
50 Subtotals PIF Slide 5 $ - $ - $1,375,000 $ 2,025,000 $ 4,400,000 $1,400,000 $ 9,200,000
51 Subtotals PIF Slide 4 $ - $ - $ 850,000 $ 9,250,000 $12,450,000 $ 450,000 $ 23,000,000
52 Subtotals PIF Slide 3 $ - $ - $1,425,000 $ 4,640,000 $13,300,000 $ 300,000 $ 19,665,000
53 Subtotals PIF Slide 2 $ - $17,075,000 $3,225,000 $ 3,600,000 $ 8,350,000 $3,300,000 $ 35,550,000
54 Subtotals PIF Slide 1 $5,770,000 $ 5,170,000 $2,330,000 $ 2,530,000 $ 2,535,000 $2,540,000 $ 15,705,000
55 PIF Grand Total $5,770,000 $22,245,000 $9,205,000 $22,045,000 $41,035,000 $7,990,000 $ 103,120,000
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding needPage 383 of 386
Line
#
PJ
PG
Priority Dept Project Name Ongoing
One-Time
Staff
Priority
Request
2024
Request
2025
Request
2026
Request
2027
Request
2028
5-Years
Totals
1 PJ Tier 1 IT Badge System One-Time 725,000$ 725,000$ -$ -$ -$ -$ $725,000
2 PJ Tier 1 IT Freedom of Information Act
(FOIA) Colorado Open Records
Act Portal
Ongoing 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ $125,000
3 PG Tier 1 IT Network Development IT Ongoing 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ $750,000
4 PG Tier 1 IT PC Replacement IT Ongoing 125,000$ 125,000$ 225,000$ 225,000$ 125,000$ 125,000$ $825,000
5 PJ Tier 1 IT Phone System Replacement
(Implementation)
One-Time 500,000$ 500,000$ 75,000$ 75,000$ 75,000$ 75,000$ $800,000
6 PJ Tier 1 IT HR Workforce Management Tool
(Implementation)
One-Time 222,000$ 222,000$ 62,000$ 62,000$ 62,000$ 62,000$ $470,000
7 PG Tier 1 PRLG Emerald Ash Borer Mitigation Ongoing 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ $250,000
8 PG Tier 1 PRLG Art in Public Places 1% Recreation Ongoing 32,625$ 39,825$ 48,185$ 25,700$ 19,600$ 19,000$ $152,310
9 PG Tier 1 PW ADA Compliance Projects Ongoing 100,000$ 100,000$ 150,000$ 150,000$ 150,000$ 150,000$ $700,000
10 PG Tier 1 PW Facilities and Operations Ongoing 1,567,500$ 1,567,500$ 2,058,500$ 835,000$ 325,000$ 325,000$ $5,111,000
11 PG Tier 1 PW Security Civic Center and Rec
Center
Ongoing $ 20,000 20,000$ 20,000$ 20,000$ 20,000$ $- 80,000$
12 PG Tier 2 IT Security Cameras IT NA $- 25,000$ 25,000$ 25,000$ 25,000$ $- 100,000$
13 PJ Tier 2 PW Facility Backup Generators NA $- 700,000$ 925,000$ $- $- $- 1,625,000$
14 PG Tier 2 PW Annual Common Area Furniture
Replacement
NA $- 15,000$ 15,000$ 15,000$ 15,000$ $- 60,000$
15 PJ Tier 2 PW Civic Center 2nd Floor Carpet
Replacements
NA $- $- 100,000$ $- $- $- 100,000$
16 PG Tier 3 IT Fiber Network NA $- $- 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 4,000,000$
17 Totals $ 3,517,125 4,022,325$ 4,866,685$ 2,595,700$ 1,979,600$ 1,919,000$ 15,383,310$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
2024-2028 Tier 1 Capital Projects
Capital Projects Fund (31)Page 384 of 386
CIP Matrix
Capital Improvement Plan (CIP) matrix provides the funding direction from the following
groups:
•City Staff –Directors and internal CIP Review Committee through the use of the new
prioritization tool
•Planning and Zoning Commission
•Library Board
•Park and Recreation Commission
•Englewood Transportation Advisory Committee
•Budget Advisory Committee
Page 385 of 386
Copy of Prioritization Tool
Page 386 of 386